The open innovation (OI) paradigm describes how firms innovate by interacting with other organizations. Several authors found that specific OI strategies have a positive effect on economic and ...industrial innovation performance. Nevertheless, over-search and over-collaboration phenomena might reduce the OI marginal returns when a firm resorts to additional external innovation partners. This article hypothesizes that the variety of external innovation channels (search breadth) used by a firm, the extent to which a firm draws deeply from them (search depth) and the extent to which a firm collaborates through different external channels (coupled OI) are curvilinearly related with innovation performance. The empirical models are estimated using 84,919 firms from Eurostat's Community Innovation Survey, which was conducted in 2008 across European countries. The results suggest that search breadth is curvilinearly related with all the measures of innovation performance, whereas search depth is not subject to diminishing marginal returns in most cases. Furthermore, this article shows that coupled OI is curvilinearly related with the development and commercialization of radically new products. The findings of this study make several contributions both in a practical perspective, showing how managers can put into practice different OI strategies to influence innovation performance, and in a theoretical perspective, suggesting a number of recommendations for future research.
This research explores three role perspectives of open innovation (OI) capabilities - transfer, absorption, and brokerage - and their effect on OI performance at the organisational level. The authors ...argue that OI capabilities contain three different perspectives on the roles played in the ecosystem and can be continuously reshaped and enhanced through the organisational dynamic capabilities (DCs) of sensing, seizing, and reconfiguring. Also, the mediation effects of organisational infrastructure and the socio-psychological atmosphere between the OI capabilities of the three role perspectives and OI performance are analysed. Data were collected using a self-administered structured questionnaire from 262 actors in corporations. The collected data were analysed using the partial least squares (PLS) structural equation modelling (SEM) technique with SmartPLS 3.0 software. In this regard, the findings reveal that an organisation's transfer capability directly affects OI performance, whereas absorption and brokerage capabilities indirectly affect OI performance through infrastructure and the socio-psychological atmosphere. Thus, organisational OI transfer, absorption, and brokerage capabilities directly or indirectly affect OI performance. This research aims to provide a theoretical framework to understand the multi-dimensional nature of organisational OI capabilities (which should be dynamically reshaped) and their relationships with OI performance.
•We revisit the Dahlander and Gann framework (2010) ten years later to provide new insights for the literature on open innovation.•We review theoretical and empirical technological, organizational ...and societal changes that open new questions and challenge the existing literature.
This paper sheds fresh light on our 2010 paper How Open Is Innovation by taking into consideration notable developments in innovation over the last decade. The original paper developed four types of openness: sourcing, acquiring, selling, and revealing. Reflecting on important technological, organizational, and societal changes in the past decade, we highlight how these changes prompt novel questions for open innovation. While the core features of the original framework still stands, there are many new questions that have emerged in recent years. We end by charting a path for future research that emphasizes opportunities, costs and tradeoffs between different modes of open innovation, the need to better understand the nature of data, new organizational designs and legal instruments, and multilevel aspects and relationships that affect the extent and nature of openness.
We present a large-sample survey of open innovation adoption and management in large firms, a follow-up to a previous study. We repeat some of the survey measures from the first survey, finding that ...open innovation continues to be widely practiced in about 80 percent of responding firms. Outside-in open innovation is more often practiced than inside-out. In other words, large firms are net takers of free knowledge flows, in part because they are concerned about IP protection for outbound knowledge. When we added new measures to examine open innovation at the project level, we found that firms selectively manage knowledge flows into and out of projects and are formalizing processes as they move from problem definition to execution. We conclude with observations about the organizational challenges and risks of shifting to an open innovation approach.
Open innovation has become one of the hottest topics in innovation management. This article intends to explore the limits in our understanding of the open innovation concept. In doing so, I address ...the questions of what (the content of open innovation), when (the context dependency) and how (the process). Open innovation is a rich concept, that can be implemented in many different ways. The context dependency of open innovation is one of the least understood topics; more research is needed on the internal and external environment characteristics affecting performance. The open innovation process relates to both the transition towards open innovation, and the various open innovation practices.
As with any new concept, initial studies focus on successful and early adopters, are based on case studies, and descriptive. However, not all lessons learned from the early adopters may be applicable to following firms. Case study research increases our understanding of how things work and enables us to identify important phenomena. They should be followed by quantitative studies involving large samples to determine the relative importance of factors, to build path models to understand chains of effects, and to formally test for context dependencies. However, the evidence shows that open innovation has been a valuable concept for so many firms and in so many contexts, that it is on its way to find its final place in innovation management.
With the deepening of economic globalisation and the rapid development of the Internet, open innovation has become the main innovation paradigm for enterprises to win a competition. There are three ...modes of open innovation: inbound, outbound, and coupling. Among them, coupling open innovation can better meet the innovation needs of enterprises. This paper takes the survey data of 421 enterprises in 10 cities in East China as samples, and uses a neural network model to explore the relationship between coupling open innovation and innovation performance, as well as the moderating effect of open innovation platforms. The study found that for enterprises in the start-up, growing and transition stages, the proportion of inbound open innovation positively affects innovation performance; for enterprises in the mature stage, the proportion of outbound open innovation positively affects innovation performance. At the same time, there are peak points for both. The breadth of platform openness does not significantly moderate coupling open innovation and innovation performance, while the depth of platform openness has a significant moderating effect on coupling open innovation and innovation performance.
This study addresses the following matters: What is the structure and mechanism of modern capital economic dynamics that motivates the growth limits of capitalism? The modern economy can be modeled ...as Entrepreneurial Cyclical Dynamics of Open Innovation with three sub-economies such as market open innovation by SMEs and start-ups, closed open innovation by big business, and social open innovation. When there is low balance among the three sub-economies, which is to say, if any of the sub-economies is too big, or too small, the economy dynamics decreases, and the economic growth rate slows down to nearly zero or even negative according to the model simulation. South Korea, with a low internal reserve policy, is in this situation. When there is medium balance among three sub-economies, which is to say, any of the sub-economies is big enough to lead the total economy but is not sufficiently big to control totally the other two economies, the economy dynamics increases and the economic growth rate will be maintained at a high level according to the model simulation. India, with its grassroots innovation festival, demonstrates this situation. When there is a high balance among the three sub-economies, which is to say, the three sub-economies are well balanced and there is no change in the economic system, the economy dynamics become too low and the economic growth rate stays at a low level according to the model simulation. Japan’s Hitachi is moving from this situation to a medium balance.
This paper investigates the role of open innovation in the success of restaurants. Our research questions are as follows. 'Is open innovation a rational strategy for a small restaurant to attract and ...maintain customers? Which open innovation strategies should a small restaurant use?' We constructed our research model of open innovation ecosystem of restaurants with ingredients open innovation, recipe open innovation and service open innovation to analyse open innovation in small restaurants, which is a worldwide phenomenon. We chose four successful restaurants from Naples, one restaurant from South Korea, and a North Korean restaurant as our case studies using participant observation, in-depth interviews and semi-structured questionnaires, with the results indicating the following. First, open innovation is essential for the success of small restaurants. Second, if any small restaurant adopts a closed innovation strategy with respect to any of food ingredients, recipes or service, it should choose an open innovation strategy or open innovation platform with regard to the others to maintain its competitive advantage compared to other restaurants in the neighbourhood. Third, an open innovation platform of any of food ingredients, recipes or service, can generate additional revenue by selling independent ingredients or services.
•The robustness of prior studies relating inbound open innovation and innovation performance is assessed for model uncertainty using Bayesian Model Averaging.•Prior research is shown to have a high ...degree of robustness.•The findings suggest that the results for new-to-the-world innovation are less robust than those related to new-to-the-firm innovation.•Potential applications for Bayesian Model Averaging in innovation studies are suggested.
In studies of firm's innovation performance, regression analysis can involve a significant level of model uncertainty because the ‘true’ model, and therefore the appropriate set of explanatory variables are unknown. Drawing on innovation survey data for France, Germany, and the United Kingdom, we assess the robustness of the literature on inbound open innovation to variable selection choices, using Bayesian model averaging (BMA). We investigate a wide range of innovation determinants proposed in the literature and establish a robust set of findings for the variables related to the introduction of new-to-the-firm and new-to-the-world innovation with the aim of gauging the overall healthiness of the literature. Overall, we find greater robustness for explanations for new-to-the-firm rather than new-to-the-world innovation. We explore how this approach might help to improve our understanding of innovation.
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