An Analysis of Open Innovation Strategies in Firms in Low and Medium Technology Industries

Flor, Marisa; Mestre, María José Oltra; Sanjurjo-San-Martín, Elena-Luisa

doi:10.1109/tem.2019.2911253

Cited by 15 publications

(14 citation statements)

References 79 publications

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“…Extensive research has investigated the organization and implementation of OI at the firm level (i.e., firm-centric view) [6,19,31,32]. However, recent works on OI have called for project-level analyses (i.e., problem-centric view) [18,33], since problems can be very different in nature, even within the same firm [12].…”

Section: Problem Attributesmentioning

confidence: 99%

“…A recent study of large firms in the USA and Europe reports that OI is the prominent innovation mechanism adopted by large firms, with 78% of surveyed firms adopting OI, and financial support for OI increasing for 61% of OI adopters [4]. To leverage the knowledge of external partners, firms can use a variety of OI governance modes (OI modes, hereafter), such as market-based contracts (e.g., licensing agreements), OI platforms (e.g., intermediaries), non-equity partnerships (e.g., alliances), and equity partnerships (e.g., joint ventures) [1,5,6]. While current evidence suggests that firms are increasingly shifting from closed to open innovation, it does not elucidate which OI mode managers prefer for a particular project [7].…”

Section: Introductionmentioning

confidence: 99%

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Problem Types and Open Innovation Governance Modes: A Project-Level Empirical Exploration

Bagherzadeh

Gurca

Brunswicker

2022

IEEE Trans. Eng. Manage.

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Irrefutable evidence shows that greater openness toward external partners enhances a firm's ability to solve innovation-related problems. To manage open innovation (OI) projects, firms use a variety of governance modes, including market-based contracts, platform intermediaries, and equity and non-equity partnerships. While innovation projects can be very diverse and characterized by various attributes, such as complexity and knowledge hiddenness, only a few conceptual studies have hitherto considered project attributes as drivers of OI governance mode selection. Using a sample of 85 OI projects and a set of illustrative cases, this paper explores empirically how project attributes influence OI governance mode selection. This empirical study advances previous conceptual work on OI governance. By accounting for project-level heterogeneity, we explore the micro-foundations of OI and provide more stable and fundamental insights into OI governance than previous industry-and firm-level analyses did. In addition, we suggest that effective OI management depends on matching project attributes with the benefits and costs of specific governance modes. Finally, we argue that this study enhances understanding and conceptualization of the relationship between project complexity and decomposability in the context of OI. MANAGERIAL RELEVANCE STATEMENT This study can help managers choose the appropriate governance mode for their OI projects by providing an empirically supported decision-making framework that accounts for the interplay between problem attributes and the costs and benefits of various OI governance modes. Our OI governance roadmap can in particular inform early stage decisions, which may have important implications for resource allocation during later stages of the project. Moreover, our findings can help managers decide whether to decompose complex problems into different sub-problems to which they can find solutions in collaboration with external partners. Our findings show that such decomposition does not only depend on problem complexity. Instead, problem complexity and knowledge hiddenness jointly drive problem decomposition decisions. More precisely, managers can think of complex problem decomposition only when the knowledge required for sub-problem solving exist, and they know which partners have the knowledge required to help them with their innovation projects.

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Section: Problem Attributesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Problem Types and Open Innovation Governance Modes: A Project-Level Empirical Exploration

Bagherzadeh

Gurca

Brunswicker

2022

IEEE Trans. Eng. Manage.

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“…By licensing-out their technologies, firms may fully capitalize on their internal knowledge, generating additional revenue streams (Alexy et al , 2009; Masucci et al , 2019). In this regard, technologies developed by these outbound innovation activities originate in internal research but are nonetheless beneficial for the business to commercialize outside (Flor et al , 2019; Suh and Jeon, 2019). Some samples of outbound innovation include technology licensing-out, IP sharing and free/selective revealing (Kutvonen, 2011; Leten et al , 2013).…”

Section: Theory and Hypothesesmentioning

confidence: 99%

Managing open innovation from a knowledge flow perspective: the roles of embeddedness and network inertia in collaboration networks

Shi

Wei

et al. 2020

EJIM

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PurposeBuilding on theories of inter-organizational knowledge flows and social network, we explored how two types of collaboration network embeddedness (NE) (i.e. structural embeddedness (SE) and relational embeddedness (RE)) drive firms' inbound and outbound open innovation (OI) practices from a knowledge flow perspective, and further examined these relationships are to what extent contingent on network inertia (NI).Design/methodology/approachIn this empirical research, the authors collected a sample of patents in the unmanned aerial vehicle (UAV) industry over the period of 2000–2018. Then the authors examined the direct roles of SE and RE in collaboration networks on firms' inbound and outbound OI practices from a knowledge flow perspective, and the moderating role of NI by using negative binomial regression.FindingsEmpirical results from our study of 96 firms showed that both bridging structural holes position in collaboration networks (i.e. SE) and having stronger tie strength (i.e. RE) would positively affects firms' inbound OI practices, whereas only having stronger tie strength in collaboration networks (i.e. RE) would facilitate outbound OI practices. In addition, NI strengthens the relationships between SE and firm OI practice, but weakens the positive roles of RE on firm OI practice.Originality/valueThis empirical research provides new insights into whether and how firms can grasp the benefits of collaboration NE to conduct OI activities by exploring NI contingencies. It further sheds lights on the scope of the NE–OI issue from a knowledge flow perspective by extending its research context to UAV industry.

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“…Thus, implementation of open innovation by firms is not a clear-cut practice; rather, it entails a set of mechanisms through which firms may search, source and collaborate to different degrees, depending on the sectoral contexts in which they operate and the institutional contexts in which they are located (Herstad et al 2010). The literature has identified a wide range of practices that firms can carry out when implementing inbound, outbound and coupled open innovation (Flor et al 2019). Table 1 shows examples of practices and mechanisms related to each type of open innovation.…”

Section: The Open Innovation Modelmentioning

confidence: 99%

Innovation policy instruments through the lens of open innovation. An analysis in the Spanish context

Flor

Díaz

Ortiz

2020

J. evol. stud. bus.

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Open innovation (OI) involves the deliberate use of external and internal knowledge flows by organisations in order to accelerate their innovations and expand the markets for the external use of innovations. Despite the relevance of OI for firms’ competitiveness, firms’ abilities to leverage and combine internal and external knowledge flows cannot be taken for granted. In this context, innovation policies can play a crucial role in stimulating firms’ OI strategies. The objective of this research is to examine the degree to which existing public innovation policies promote open innovation by companies. In doing so, we review the set of innovation policy instruments developed by governments within the Spanish national and regional innovation systems and examine the extent to which they support open innovation by companies, either by facilitating firms’ open innovation practices or by acting on the external factors that influence them. Our results show that innovation policies in Spanish national and regional settings partially promote firms’ open innovation, since governments base their actions on the interaction between science, industry and government, sometimes with intermediaries that promote it. We propose the development of instruments to encourage firms to implement open innovation practices in such a way that they complement the existing ones and can fully achieve the benefits associated with open innovation.

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An Analysis of Open Innovation Strategies in Firms in Low and Medium Technology Industries

Cited by 15 publications

References 79 publications

Problem Types and Open Innovation Governance Modes: A Project-Level Empirical Exploration

Problem Types and Open Innovation Governance Modes: A Project-Level Empirical Exploration

Managing open innovation from a knowledge flow perspective: the roles of embeddedness and network inertia in collaboration networks

Innovation policy instruments through the lens of open innovation. An analysis in the Spanish context

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