Different practices for open innovation: a context‐based approach

Abstract

Purpose -The authors aim to investigate the concept of open innovation, identify different open innovation practices which help describe the continuum between closed and open innovation, and propose a framework that suggests an association between innovation contexts and practices.Design/methodology/approach -The authors first identify the variables to describe innovation contexts and practices. Such variables are developed based on the literature and on a previous paper by the same authors in 2011. Then, they establish an association between contexts and practices, and test it through cases drawn from the existing literature. Findings -The paper proposes a detailed assessment of open innovation practices and suggests the association between each of them and diverse innovation contexts. A few case examples drawn from the literature prove coherent with the theoretical framework underlying the proposed association. Practical implications -The authors' results (and specifically the framework) enhance the organizations' awareness of the open innovation concept and the possible practices to implement it, as well as supporting managers to better select open innovation practices in different contexts.Originality/value -This paper discusses the concept of open innovation practices to enhance the comprehension of the open innovation concept. Also, to the authors' knowledge, the proposed association between context and practices is original in that there are no similar theoretical frameworks that help organizations selecting innovation practices.

The prioritization of open innovation determinants in banking

“…Based on the broader literature review (e.g. Martins & Terblanche, 2003;Chesbrough, 2006;Gassmann, 2006;Chesbrough, 2007;Chesbrough & Appleyard, 2007;Sarros et al, 2008;Elmquist, 2009;Enkel et al, 2009;Fasnacht, 2009;Van de Vrande et al, 2009;Chesbrough, 2010;Wallin & Von Krogh, 2010;Zott et al, 2011;Bellantuono et al, 2013), sixty one 61open determinants are obtained and grouped into eight (8) dimensions by the authors of the paper in order to prioritize them. Relevant dimensions of determinants for successful implementation of an open innovation in banking industry encompasses organizational context, business model and strategy, leadership and culture, intellectual property (IP), collaboration, customer and products, technology and infrastructure, and process innovation.…”

How to orchestrate R&D networks? The role of orchestration subprocesses and collaborative practices over time

“…Also known as open innovation practices (Alwazae, Kjellin, & Perjons, 2014;Chesbrough & Crowther, 2006;Huizingh, 2011;Lichtenthaler, 2011), collaborative practices are difficult to establish because they involve a set of partners. Countless collaborative practices can emerge because they are idiosyncratic to each specific R&D network (Bellantuono, Pontrandolfo, & Scozzi, 2013).…”

Open Innovation Projects in SMEs as an Engine for Sustainable Growth

“…Bianchi et al (2011) argued that the collaboration modes selected by a firm vary substantially across R&D phases (e.g., basic research, applied research, development, and launch) [39] because each phase has distinct characteristics in terms of investment level, degree of risk and uncertainty, and requirements for exploring new or exploiting existing knowledge [44]. Bellantuono et al (2013) suggested that it is necessary to identify which OI practices best fit a specific innovation project that a firm is carrying out when a number of modes exist for it to open its innovation process [45]. Accordingly, they suggested five context variables-"knowledge owned by the recipient to address the innovation problem", "knowledge owned by the recipient to define the innovation problem and evaluate solutions", the "knowledge source's interest and easiness of participation in the innovation project", the "recipient's collaborative architecture", and the "criticality of the knowledge supply"-and nine innovation practice variables-"access mode", "degree of formality", "incentives", "interaction mode", "information flow", "locus of control", "coordination mode", "output" and "coordination form"-in order to match them.…”