Choosing the Most Effective Networking Strategy and Practice for Open Innovation (original) (raw)

Open innovation - what behind the buzzword; Analysing what Open Innovation Changes in the Way Companies Innovate in terms of Partner Relationships, Internal Organization and Innovation Performance

Innovation is higher than ever on companies’ agenda. 62% of executives interviewed in a recent survey say their business strategy is “largely” or “totally” dependent on Innovation. In today’s globalized competitive environment, innovation has become the key criterion by which you can assess how good a company is and how good it is likely to be in the future. To give an example of this innovation play in the emblematic mobile phone industry, Apple, RIM and HTC, the three most innovative companies in the industry, capture more than 50% of the total profit pool with less than 10% of the industry’s volume because they are ahead with innovation. In today’s world, companies are required to innovate more and faster than ever before. § Innovate more not only to address more demanding and fastly changing customers but also to respond to the specific needs of emerging markets. ChotuKool, the 69fridgeandNano,the69 fridge and Nano, the 69fridgeandNano,the 2,200 car are well known examples of the so-called “frugal innovation” chal...

Pillars and Elements to Develop an Open Business Model for Innovation Networks

IFIP Advances in Information and Communication Technology, 2014

Innovation networks are seen as an important opportunity for organizational performance by facilitating the creation of new knowledge, not just transferring existing knowledge. Collaboration in innovation between manufacturing companies and research centers is a trend that continues to grow in importance linked to business success. Embedded in the literature on business models in the context of networks organizations, this paper propose key pillars and elements required in order to support the establishing of open business model for innovation networks. Subsequently the use of these elements in practice was verified through empirical research evidence in a case study.

Open Innovation in Small Businesses in the Industry and Craft Sectors

International Journal of Innovation Management

The study findings show that the utilization of open innovation (OI) tools is effective in promoting innovation in small businesses. The study differentiated between OI tools aimed at acquiring knowledge in a unidirectional manner from external open sources of information such as Internet searches for professional information or attending professional conferences, and OI tools aimed at obtaining knowledge by interacting with other factors in the business ecosystem. Interestingly, it was found that utilization of unidirectional OI tools contributes more to the level of product innovation, while utilization of networking and external collaboration contributes more to levels of process and marketing innovation, respectively. In addition, the study clarified that these businesses maintain connections to promote innovation mainly with entities in their closest business environment, based on commercial relationships with their suppliers and customers. The empirical study was conducted thr...

Application of Open Innovation Strategies in World Renowned Organisations

International journal of innovation and knowledge management in the Middle East and North Africa, 2016

Purpose: This research aims to critically assess two open innovation strategies, the inbound open innovation/inside-out innovation and the outbound open innovation/outside-in innovation, and their application in two world renowned organizations. Design/Approach: The research will first discuss the application of the inside-out innovation strategy at Google, which provides the largest search engine in the world. This will be followed by a discussion of the application of the outside-in innovation strategy of Microsoft as one of the most influential personal computer software corporations in the world. Finally, the results of a comparison and evaluation of both Google and Microsoft's applications and adoption of the open innovation models and strategies will be provided. Findings: The following are some of the findings resulting from analysing Google's inside-out innovation strategy versus Microsoft's outside-in innovation strategy: WASD

A New Step-by-Step Model for Implementing Open Innovation

Sustainability

Open innovation has been found to have many benefits and tangible results for those who partake in it. This study aims to showcase the importance of open innovation, and through a theoretical example present how an organization (university, research center, company, firm, etc.) can take action to implement open innovation guidelines. In this paper, firstly, a demonstration showing how open innovation can work with multiple partners is shown. Secondly, a model is presented that shows the steps an organization must follow to successfully implement open innovation. This model covers the introduction of an organization to open innovation from the initial interest to the implementation of the final product. Several success stories are also presented to demonstrate how these steps have been used by major organizations during several collaborations as well as the results produced from implementing open innovation.

DIFFERENT MODES OF OPEN INNOVATION: A THEORETICAL FRAMEWORK AND AN EMPIRICAL STUDY

International Journal of Innovation Management, 2009

Starting from the several conceptual and empirical studies about open innovation modes, this paper attempts to integrate them by suggesting a framework which reveals four basic ways to collaborate. Two variables are considered that represent the degree of openness for a company: (i) the number/type of partners with which the company collaborates, briefly labelled as "partner variety"; (ii) the number/type of phases of the innovation process that the company opens to external contributions, briefly labelled as "innovation funnel openness". By crossing these two variables, four basic modes of open innovation are identified: closed innovators, open innovators, specialized collaborators and integrated collaborators. The framework shows its practical validity in an empirical study that is conducted in Italy with the specific aim at verifying whether companies can really be mapped using this framework, i.e. whether the four modes of open innovation can be found in real companies (framework applicability); whether different modes correspond to different companies' strategies, capabilities, organisational and managerial processes (framework explicative power and usefulness). The framework shows that, in some cases, being totally open in innovation activities is not the only and most suitable option, but that different degrees and ways of "openness" can be implemented successfully, as well as the totally closed option.