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"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 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.
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.
Now in its fifth edition, this bestselling text brings a fresh and unique approach to managing organizational change, taking the view that change, creativity and innovation are interconnected. It couples a strong theoretical understanding of change, creativity and innovation with practical guidance and ideas for organizational change and development. With over 40 international case studies, discussing renowned companies like Amazon, Canva, the NFL, and General Motors, as well as new topics such as social innovation in the creative sector, this edition offers real-world insights that resonate across industries. This book is a must-read for Change Management and Organizational Change modules, as well as those focussing on creativity and innovation. Patrick Dawson is Emeritus Professor of Management at the University of Aberdeen. Constantine Andriopoulos is Professor of Innovation and Entrepreneurship and Associate Dean for Entrepreneurship at Cass Business School, City, University of London. Steven Pattinson is Associate Professor of Entrepreneurship at Newcastle Business School, Newcastle University.
Open innovation has revolutionized the way businesses adapt to situations, handle problems, and interact with other corporations. Establishing these collaborative business practices has the potential to support and improve business operations across fields, which makes further study vital in order to properly implement the best practices and techniques. As open innovation continues to develop and provide businesses with numerous opportunities for growth, it is crucial to understand and address the trends and challenges of innovation for business and countries’ economic and social development. Impact of Open Innovation on the World Economy is an essential reference source that provides examinations on issues of open innovation in the context of organizations and its links to entrepreneurship, strategy, and marketing. The book further provides necessary resources to adopt and implement new business and social solutions. Covering a range of topics such as firm performance and business collaborations, this reference work is ideal for entrepreneurs, managers, technology developers, policymakers, researchers, academicians, practitioners, instructors, and students.
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.
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.
The construction industry is a versatile sector that requires the effort of managers to engage in practices that create innovation. Management practices are the skills, knowledge, resources, and culture needed to attain successful innovation. Regardless of the importance of management practices, an established management practice that demonstrates how managers’ practices might boost innovation is limited. A review of literature associated with management practices and innovation in small- and medium-sized enterprises (SMEs) in the construction industry led to the determination that a gap exists in the body of work about construction industry management practices and innovation in SMEs. The exploratory qualitative study investigated the research question: What roles do management practices have in innovation in U.S. SMEs in the construction industry? Study participants were 12 middle managers employed in small- and medium-sized construction organizations with three or more years of experience. Data analysis identified two themes. First, improving project management had three subthemes of sharing information, bringing new ideas, and efficient project management. The improving competitive performance theme had three subthemes of effective delivery of service, knowledge exchange and collaboration, and effective leadership, categorized as management practices. The interpretation of themes and subthemes provided enough information to determine that management practices and innovation in U.S. SME construction companies involved improving project management and improving competitive performance. The study results could be used to improve innovation capabilities in SMEs in the construction industry through the improvement of knowledge sharing practices, internally and externally.
To get real results from innovation, businesses must open up their innovation process and finish more of what they start. This book offers the latest theory and evidence from innovation processes, and discusses how they can, and must, connect to the organization as a whole in order to have real long-term value.