(2017) The open innovation research landscape: established perspectives and emerging themes across different levels of analysis, Industry and Innovation, 24:1, 8-40, DOI: 10.1080/13662716.2016.1240068 To link to this article: https://doi.org/10. 1080/13662716.2016.1240068 Published online: 07 Nov 2016.Submit your article to this journal This paper provides an overview of the main perspectives and themes emerging in research on open innovation (OI). The paper is the result of a collaborative process among several OI scholarshaving a common basis in the recurrent Professional Development Workshop on 'Researching Open Innovation' at the Annual Meeting of the Academy of Management. In this paper, we present opportunities for future research on OI, organised at different levels of analysis. We discuss some of the contingencies at these different levels, and argue that future research needs to study OI -originally an organisationallevel phenomenon -across multiple levels of analysis. integrative framework allows comparing, contrasting and integrating various perspectives at different levels of analysis, further theorising will be needed to advance OI research. On this basis, we propose some new research categories as well as questions for future research -particularly those that span across research domains that have so far developed in isolation.

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When acting as co‐designers, customers face new uncertainties and risks, coined “mass confusion” in this article. Building on a construction strategy of empirical management research in the form of six case studies, we propose the use of online communities for collaborative customer co‐design in order to reduce the mass confusion phenomenon. In so doing so, we challenge the assumption made by most mass customization researchers that offering customized products requires an individual (one‐to‐one) relationship between customer and supplier.

Innovation contests as a means to realize innovative product or service solutions are growing in popularity among practitioners and researchers. An increasing number of organizations worldwide have adopted innovation contests, not only for innovation purposes, but also for other reasons such as promoting sustainability. At the same time, innovation contests represent a growing research field to scholars from different backgrounds, e.g., economics or information systems. In this article, first, the growing body of literature on innovation contests is reviewed and classified into five research categories: economic perspective, management perspective, education focus, innovation focus and sustainability focus. Second, some design elements of innovation contests that are central for the understanding, design and management of innovation contests are presented based on the current body of literature. Finally, current research gaps are presented and some of the research questions are developed that could be explored to contribute to the body of literature.

This article examines the role of social relations and networks in open innovation settings. Building on extant open innovation literature as well as on social capital theory, we develop a model that conceptualizes social capital as a mediator between the implementation of open innovation instruments and firm performance. In doing so, this paper adds to the understanding of the role of structure and content of social relations in open innovation contexts as well as of sustainable side‐effects of open innovation. In particular, we argue that apart from a direct effect of open innovation instruments on firm performance, there is also a mediated relationship between these variables. More precisely, we propose that the implementation of open innovation instruments strengthens an organization's social capital, which is, in turn, positively related to firm performance.

Service systems are complex socio-technical systems that enable value co-creation. Service systems engineering (SSE) calls for research on evidence-based design knowledge for such systems that permeate our society. Information systems research is ideally positioned to contribute significantly to trans-disciplinary research in this area through (action) design research or the piloting of IT-enabled innovation. Better IS-based design knowledge could particularly advance the architecture, the interactions, and the resource base of service systems, helping value creation to become better adapted to the context of need and opportunities for collaboration between customers and service providers.

Innovation literature stresses the importance of opening the innovation process to internal and external innovators. The question of what determines the integration of these types of innovators in the innovation process remains open. We use a sociotechnical systems perspective to address a number of challenges with respect to this matter: an organization deploying different innovation practices to open the innovation process might not be aware which types of innovators are de facto integrated in its innovation process. Alternatively, an organization targeting the integration of a particular type of innovator might not use the suitable innovation practices to integrate the knowledge of this type of innovator. To address these challenges, our comparative case‐study analysis in 15 medium‐sized firms derives a theoretical framework proposing that a combined analysis of innovation practices and underlying social interactions is needed to decide about the integration of a particular type of innovator in the innovation process. Being aware of these interrelations will allow organizations to act more consciously when opening their innovation processes.

The objective of this paper is to explore new modes of cooperation among customers, retailers and manufacturers resulting from co‐design – a customer‐centric business strategy. Co‐design activities are performed at dedicated interfaces and allow for the joint development of products and solutions between individual customers and manufacturers. Our research on co‐design is based on a deep interaction with case companies, making the research itself a further collaborative effort. In this paper, we first explore collaboration challenges with a case company introducing customer co‐design (Adidas AG, a sport goods manufacturer). In a second step of exploration, we use findings from a larger database of case studies on customer co‐design or mass customization to identify four basic modes of cooperation between customers, retailers and manufacturers. In a final step, the understanding gained from this differentiation is refined using the Adidas case. From the perspective of management practice, our research contributes to a better understanding of the collaboration challenges following a customer‐centric business strategy. From the perspective of management research, the paper provides both a conceptual model of cooperation demands at the customer interface and a methodological framework for collaborative management research between academics and companies.