Recent literature on open innovation (OI) highlights the need for studies regarding the factors that influence firms to switch from a closed to an OI strategy. At the same time, stakeholder ...literature points out the scarcity of knowledge regarding antecedent factors fostering collaboration with the firm's stakeholders and their engagement for higher value creation. To fill these gaps, we propose an analytical framework for implementing a strategic OI process through the development of stakeholder engagement. Our framework comprises 17 factors grouped in five levers: knowledge, collaboration, organizational, strategic, and financial. We empirically applied this framework to two industrial SMEs. A qualitative study was conducted based on semi-structured interviews with internal and external stakeholders of both firms. The results show that one company successfully implemented the OI process, while the other struggled to evolve from a traditionally closed innovation model to a more open model. Analyzing the results, we identified several aspects that could explain this difference. These aspects concern the OI activities performed by both firms, the combination of the five levers into a coherent OI approach, stakeholder engagement, and the characteristics of the CEOs. The current study contributes insights for theory and practice, especially as it proposes an original framework for developing a strategic OI process that integrates a stakeholder approach.
Purpose
This paper aims to investigate three key factors (i.e. cognitive dimensions, the knowledge-driven approach and absorptive capacity) that are likely to determine the preference for informal ...inbound open innovation (OI) modes, through the lens of the OI model and knowledge-based view (KBV). The innovation literature has differentiated these collaborations into informal inbound OI entry modes and formal inbound OI modes, offering an advocative and conceptual view. However, empirical studies on these collaborations are still limited.
Design/methodology/approach
Building on the above-mentioned theoretical framework, the empirical research was performed in two stages. First, data were collected via a closed-ended questionnaire distributed to all the participants from the sample by e-mail. Second, to assess the hypotheses, structural equation modelling (SEM) via IBM® SPSS® Amos 20 was applied.
Findings
The empirical research was conducted on 175 small to medium enterprises in the United Kingdom, suggesting that the knowledge-driven approach is the strongest determinant, leading to a preference for informal inbound OI modes. The findings were obtained using SEM and are discussed in line with the theoretical framework.
Research limitations/implications
Owing to the chosen context and sector of the empirical analysis, the research results may lack generalisability. Hence, new studies are proposed.
Practical implications
The paper includes implications for the development of informal inbound OI led by knowledge-driven approach.
Originality/value
This paper offers an empirical research to investigate knowledge-driven preferences in informal inbound OI modes.
How open is innovation? Dahlander, Linus; Gann, David M.
Research policy,
07/2010, Volume:
39, Issue:
6
Journal Article
Peer reviewed
This paper is motivated by a desire to clarify the definition of ‘openness’ as currently used in the literature on open innovation, and to re-conceptualize the idea for future research on the topic. ...We combine bibliographic analysis of all papers on the topic published in Thomson's ISI Web of Knowledge (ISI) with a systematic content analysis of the field to develop a deeper understanding of earlier work. Our review indicates two inbound processes: sourcing and acquiring, and two outbound processes, revealing and selling. We analyze the advantages and disadvantages of these different forms of openness. The paper concludes with implications for theory and practice, charting several promising areas for future research.
Open innovation as driver of organizational performance of small and medium-sized enterprises (SMEs) has received relatively little scholarly attention. Drawing upon the resource-based view and the ...knowledge-based view of firms, we examined antecedents and outcome of open innovation in SMEs. We collected multisource data from 404 SMEs and used structural equation modeling to test the hypotheses. Our study suggests that top management knowledge value and knowledge creating practices influence open innovation, which, in turn, influences organizational performance. Results of the study are discussed in the light of previous studies and suggest implications for theory and practice of open innovation.
In today's business environment, knowledge sources for innovation are widely distributed n the economy, pushing firms to shift from a closed to an open model of innovation. However, the successful ...implementation of an open innovation model requires overcoming the inertia that hinders organizations facing environmental changes. The aim of this research is to build a conceptual framework of how gamification approaches might help firms overcome inertia in open innovation implementation following an organizational change perspective. After a systematic literature review, we posit that a gamification approach can help firms overcome inertia shortcomings with respect to the three stages of organizational change that are needed to implement open innovation: unfreezing, moving and institutionalizing. This research sheds light on the barriers to open innovation and contributes to the theoretical literature on gamification. Organizations can take advantage of the new opportunities in gamification to manage the challenges of implementing an open innovation process.
•Examines knowledge transfer success within open innovation ecosystems.•Compares knowledge transfer conditions for coopetitive and non-competitive partners.•Analyses condition configurations using ...fuzzy-set Qualitative Comparative Analysis.•Ascertains diverse solutions for success which are affected by the partnership type.
The effective management of knowledge exchange is critical for open innovation in ecosystem contexts where organizations may partner with potential competitors. This study contributes to existing knowledge by detecting the conditions for knowledge transfer success between both coopetitive and non-competitive ecosystem partners. The study uses a qualitative approach. Semi-structured interviews were conducted with 20 stakeholders across multi-industry ecosystems to compare the presence of knowledge transfer conditions between competitors and non-competitors. Through fuzzy-set qualitative comparative analysis (fsQCA), configurational recipes of conditions were identified, revealing the distinct configurations required of either coopetitive or non-competitive partnerships in the context of innovation ecosystems. The findings show the need for organizations to tailor knowledge exchange practices to the competitive nature of each relationship. Notable theoretical and practical implications are provided for ecosystem stakeholders that engage in coopetitive partnerships to develop innovations.
In order to keep up with the pace of innovation, military firms have recently launched a series of open innovation (OI) initiatives to search for and integrate external knowledge into their internal ...development process. Adopting OI in such a secretive environment unlocks new possibilities to analyze how firms can pursue openness and secrecy. This article builds on a qualitative research conducted inside a large military firm that has implemented an inbound OI strategy. Relying on multiple case studies and interviews with individual players involved in the firm's OI initiatives, we analyzed how these players deploy secrecy practices when participating to OI projects. They actually combine cognitive practices (aiming at modulating the contextual depth of the knowledge revealed through reframing) with relational practices (aiming at controlling the visibility and exposure of this knowledge). We highlight how these combinations evolve during the lifecycle of OI partnerships. By emphasizing different modes by which individual actors practice secrecy in OI, we contribute to previous research addressing how organizations navigate the paradox of openness. Besides, this study proposes new theoretical insights on the role and features of secrecy practices in innovation activities, and thus contributes to the emerging research field of managerial secrecy.
•Secrecy in open innovation is managed through cognitive and relational practices.•Cognitive practices are about moderating contextual depth of knowledge.•Relational practices are about moderating the visibility breadth of knowledge.•OI players combine secrecy practices to navigate the paradox of openness.
•Large firms and small and medium-sized enterprises (SMEs) benefit from knowledge collaboration with external partners, with the returns to collaboration are higher for SMEs.•The type of ...collaboration partner and their geographical proximity predict innovation performance in SMEs.•Knowledge collaboration with suppliers and customers domestically and internationally facilitates innovation in SMEs.•Knowledge collaboration with universities domestically increases innovation in SMEs.•Knowledge collaboration with competitors internationally is conducive for increases innovation in SMEs.
There is a growing recognition that collaboration is a key source of new knowledge and innovation in small and medium-sized enterprises (SMEs). Bridging the gap in the open innovation in SMEs literature on returns to open innovation our study demonstrates that a type of partner and its geographical proximity predict innovation performance in SMEs. Controlling for selection bias and endogeneity and using the panel data on 9,213 SMEs in the United Kingdom (UK) during 2002–2014, we found that collaboration with suppliers and customers domestically and internationally, collaboration with universities domestically and competitors internationally facilitate innovation in SMEs. The results offer implications for policymakers, scholars, entrepreneurs and SME managers.
With open innovation (OI) playing an important role in many organizations' innovation strategy, there is growing interest in the human aspects of OI. An important challenge for managing OI remains ...the motivation of individuals for knowledge sharing and sourcing (KSS). To address this issue, we argue that managers responsible for OI need to use collaborative human resource management (collaborative HRM) practices to create the conditions to develop relational leadership and an open innovation mindset (OI mindset) among employees. Since OI research is largely focused on the organizational level, the micro-foundations of OI, as well as the interdependencies across team and individual levels are not yet fully understood. There is no systematic approach for understanding the role of collaborative HRM and the process through which employees' KSS and use OI within their organizations. We build on social exchange theory to develop a multi-level model of collaborative HRM practices used through relational leadership and OI mindset to enable employees to KSS and improve OI performance.
•KSS represents the synchronous sourcing and sharing of knowledge.•Investment in OI enhancing collaborative HRM practices reduce resistance to KSS.•Collaborative HRM practices facilitate OI performance.•OI mindset (individual's openness towards KSS) is rooted in the employees' mind.•Collaborative HRM practices are important to develop relational leadership and OI mindset to enhance KSS.
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