In today's business environment, knowledge sources for innovation are widely distributed n the economy, pushing firms to shift from a closed to an open model of innovation. However, the successful implementation of an open innovation model requires overcoming the inertia that hinders organizations facing environmental changes. The aim of this research is to build a conceptual framework of how gamification approaches might help firms overcome inertia in open innovation implementation following an organizational change perspective. After a systematic literature review, we posit that a gamification approach can help firms overcome inertia shortcomings with respect to the three stages of organizational change that are needed to implement open innovation: unfreezing, moving and institutionalizing. This research sheds light on the barriers to open innovation and contributes to the theoretical literature on gamification. Organizations can take advantage of the new opportunities in gamification to manage the challenges of implementing an open innovation process.
Previously well‐established companies are currently struggling to secure profits, mainly due to the pressure from new communication technology‐based business models. Because of this, the business model research field has flourished in recent years, but most of the applied approaches still rely on linear, rational conceptions and causal reasoning. Through three games and three business cases, it is argued that experimental game‐like innovation activities can lead the way into another approach to business model development, called ‘business model design games’. This paper illustrates how the application of game rules and procedures can challenge business assumptions and evoke surprises that lead to novel business model insights.
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