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The objective of this dissertation is to increase understanding of how organizations can embrace open innovation in order to acquire external ideas and technologies from outside the organization, and to transfer internal ideas and technologies to outside the organization. The objective encompasses six sub-objectives, each addressed in one or more substudies. Altogether, the dissertation consists of nine substudies and a compendium summarizing the substudies. The dissertation depicts how firms can embrace open innovation in order to acquire external ideas and technologies, and in order to transfer internal ideas and technologies to the outside. An extensive literature review was conducted on open innovation and crowdsourcing literature (substudies 1-4). In the subsequent empirical substudies, both qualitative research methods (substudies 5-7) and quantitative research methods (substudies 8-9) were applied. The four literature review substudies provided insights on the body of knowledge on open innovation and crowdsourcing. These substudies unveiled most of the influential articles, authors, and journals of open innovation and crowdsourcing disciplines. Moreover, they identified research gaps in the current literature. The empirical substudies offer several insightful findings. Substudy 5 shows how the non-core ideas and technologies of a large firm can become valuable, especially for small firms. Intermediary platforms can find solutions to many of the pressing problems of large organizations by engaging renowned scientists from all over world (substudy 6). Intermediary platforms can also bring breakthrough innovations with novel mechanisms (substudy 7). Large firms are not only able to garner ideas by engaging their customers through crowdsourcing but they can also build long-lasting relations with their customers (substudies 8 and 9). Embracing open innovation brings some challenges for firms too. Firms need to change their organizational structures in order to be able to fully benefit from open innovation. When crowdsourcing is successful, it produces a very large number of new ideas. This has the consequence that firms need to allocate a significant amount of resources in order to identify the most promising ideas. In an idea contest, customarily, only one or a few of the best ideas are rewarded (substudy 7). Sometimes, no reward is provided for the selected idea (substudies 8 and 9). Most of the ideas that are received are not implemented in practice.
Essay from the year 2018 in the subject Business economics - Offline Marketing and Online Marketing, grade: A-, University of New Orleans, language: English, abstract: According to different studies, it has been observed that even the largest innovation active companies nowadays cannot depend on internal sourcing only but also require knowledge from the outside during innovation development. On top of doing their research, as well as development, diverse organizations have been noted to typically engage in knowledge acquisition on the technology market. In this context, in acquiring this knowledge, these firms apply aspects such as licensing, contracting out R&D, and acquisition of other companies or attraction of experienced researchers with pertinent knowledge. Transaction costs method observes whether it will be preeminent for a company to develop its own technology or obtain it from the market. In other words, the internal as well as the external activities of innovation are treated as substitutes. Consequently, the joint occurrence of these activities of acquiring knowledge internally or externally at the organizational level remains to be suggestive of complementarity sandwiched between the activities. In other words, as the level of one activity increases, so is the marginal of the other activity (Mortara & Ford, 2012). Therefore, own internal knowledge has been observed to increase the marginal return to external strategies of acquiring knowledge, a concept that is reminiscent of the ‘absorptive capacity’ notion introduced by scholars that stresses on the significance of a preceding know-how stock for scanning, screening and absorbing external knowledge. In unison, external knowledge access can leverage internal R&D activities’ efficiency, especially after the company has exhibited a motivation of taking on external knowledge and ideas.
"Based on the author's extensive field research, academic study, and professional experience, Open Innovation calls for revolutionary organizing principles for managing research and innovation. Through descriptions of the innovation processes of Xerox, IBM, Proctor & Gamble, and other firms, Henry Chesbrough shows you the principles of open innovation in practice."--BOOK JACKET.
Open innovation increases the profit of companies and organizations via the input and the adoption of new ideas that are transformed into new processes, products, and services. Yet, how do we ensure that adopters of such innovations focus on relevant problems and use appropriate methods? How should we manage open innovation technologies? How can we exploit distributed knowledge and inventions? And how can we promote them successfully on the market? With valuable lessons to be learned from academic research and industrial experiences of e.g. Intel, Nokia, Philips Healthcare, small municipalities, e-learning platforms and user communities, this book focuses on some of the key dimensions of open innovation and open innovation technologies. It is divided into three themes: theme 1 deals with open innovation as it is in use today, including theoretical underpinnings and lessons from related research fields. Theme 2 analyzes the use of open innovation in organizations today in order to extract best practices. Theme 3 presents forward-looking theoretical research as well as practical future uses of open innovation. Each chapter addresses the particular topics by presenting experiences and results gained in real life projects and/or by empirical research, and clearly states its purpose and how readers are supposed to benefit from it. Overall, the objectives of this book are to advance and disseminate research on systematic open innovation, and to make its results available to practitioners. Thus, the intended target audience includes the international academic community, industrial enterprises, and public authorities.
This report recommends improvements to two areas of patent law policies affecting how well a patent gives notice to the public of what technology is protected and remedies for patent infringement. The report provides valuable insights on how courts can reform the patent system to best serve consumers. It recognizes that patents play a critical role in encouraging innovation, but it also observes that some strategies by patent holders risk distorting competition and deterring innovation. This is especially true for activity driven by poor patent notice, and by remedies that do not align the compensation received by patent holders for infringement with the economic value of their patented inventions. This is a print on demand report.
This bestselling text brings a fresh and unique approach to managing organizational change, taking the view that change, creativity and innovation are interconnected. It offers a strong theoretical understanding of change, creativity and innovation along with practical guidance and ideas for organizational change and development. The fourth edition comes with: lots of brand-new case studies and examples from around the world extra content on innovation and technology extended discussion and an additional chapter on the people aspects of change that includes culture, sensemaking and temporality Written in an engaging and accessible style, this books is essential for those studying organizational change management or creativity and innovation.
Philipp Herzog develops a theoretical framework arguing that Open Innovation and Closed Innovation cultures need to be different. The findings help firms cope with the challenges experienced in implementing the Open Innovation concept.
Open Innovation describes an emergent model of innovation in which firms draw on research and development that may lie outside their own boundaries. In some cases, such as open source software, this research and development can take place in a non-proprietary manner. Henry Chesbrough and his collaborators investigate this phenomenon, linking the practice of innovation to the established body of innovation research, showing what's new and what's familiar in the process. Offering theoretical explanations for the use (and limits) of open innovation, the book examines the applicability of the concept, implications for the boundaries of firms, the potential of open innovation to prove successful, and implications for intellectual property policies and practices. The book will be key reading for academics, researchers, and graduate students of innovation and technology management.
Despite providing us with a good understanding of how firms use certain mechanisms to benefit from open innovation strategies, current research provides only limited insights into how barriers internal to the firm may hamper knowledge transfer and limit effective utilization of external knowledge sources. The Influence of Internal Barriers on Open Innovation proposes a dynamic perspective that addresses this gap and aims at stimulating this discussion in two ways. First, by looking at how the way firms structure their internal (innovation) activities may (unintentionally) create barriers to the incorporation of external knowledge. Second, by reflecting on how internal barriers might be coupled to firm decisions aimed at the optimization of innovation processes, like the balance between exploration and exploitation strategies. The chapters of this book provide detailed conceptualization and investigation of organizational characteristics and practices that influence internal barriers to open innovation. The diverse set of studies described in the chapters of this book will help open innovation scholars to better understand the challenges that firms face when dealing with internal barriers that affect their external knowledge search and knowledge sourcing. The chapters in this book were originally published as a special issue of the journal Industry and Innovation.
Philipp Herzog develops a theoretical framework arguing that Open Innovation and Closed Innovation cultures need to be distinguished. The findings help firms cope with the challenges experienced in implementing the Open Innovation concept.