Technological platforms enable actors to connect their resources across markets, creating value through complementarities and network effects. The design choices related to different aspects of a platform are crucial for ensuring value creation. Building on earlier literature, we have developed a framework for platform design, involving four elements: 1) platform architecture, 2) value creation logic, 3) governance, and 4) platform competition. Using a design science approach, we provide an empirical illustration of design choices in the Mobility-as-a-Service (MaaS) platform DORA. The study presents an overarching framework for platform design, with an empirical use case illustrating its applicability. ARTICLE HISTORY
Purpose -This paper aims to examine the strategic dimension of outbound open innovation (OOI) with a focus on identifying strategic objectives for exploiting knowledge externally. It reviews the literature, presents a list of strategic objectives, and introduces a novel categorization. Design/methodology/approach -A literature review of works combining strategy, and OOI lead to conceptualizing an array of strategic benefits including novel concepts. The review focuses on the empirical observations reported by previous research. Findings -This paper presents the most comprehensive description of strategic objectives that may be pursued by OOI, with several case examples. Objectives are classified to six categories: gaining access to new knowledge, multiplication of own technologies, learning from knowledge transfer, controlling technological trajectories, external exploitation as a core business model and exerting control over the market environment.Research limitations/implications -The paper limits itself to discussing the non-monetary objectives and incentives for engaging in outbound OI, or in other words, the potential that outbound OI has in creating strategic business opportunities. Practical implications -For the manager, acknowledging the external opportunities for a firm's knowledge assets allows shifting from "just profit" externalization to a more strategic control over the company's future and its environment. Originality/value -Whereas the common viewpoint in connecting between strategy and OOI is to minimize the negative impact, while retaining monetary benefits, this paper views OOI as an enabler of further strategic mobility and flexibility. The categorized list of strategic objectives also includes some novel additions to current understanding.
Open innovation holds great potential for improving the efficiency of companies' innovation processes, but also presents substantial risks. A key issue in innovation management is finding the right balance of openness, i.e., determining how open companies should be in their innovation activities. However, academics and business practitioners hold conflicting notions of what constitutes open innovation practice and of how "open innovation companies" are defined. In this paper, we present three in-depth case studies of global R&D-intensive companies, where we find that the firms' perception of their openness differs from their actual situation (as determined by the innovation practices that they apply), and that each company has a different view as to what constitutes open innovation. We claim that resolving conceptual ambiguity and differentiating between openness (as a philosophical aspect) and open innovation (as a way of structuring the innovation process) in research is critical in order to clarify the current state of open innovation research and enable the communication of results to practitioners.
Real-world products and physics-based simulations are becoming interconnected. In particular, real-time capable dynamic simulation has made it possible for simulation models to run in parallel and simultaneously with operating machinery. This capability combined with state observer techniques such as Kalman filtering have enabled the synchronization between simulation and the real world. State estimator techniques can be applied to estimate unmeasured quantities, also referred as virtual sensing, or to enhance the quality of measured signals. Although synchronized models could be used in a number of ways, value creation and business model development are currently defining the most practical and beneficial use cases from a business perspective. The research reported here reveals the communication and collaboration methods that lead to economically relevant technology solutions. Two case examples are given that demonstrate the proposed methodology. The work benefited from the broad perspective of researchers from different backgrounds and the joint effort to drive the technology development towards business relevant cases.
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