Enabling knowledge creation through outsiders: towards a push model of open innovation

Spaeth, Sebastian; Stuermer, Matthias; Krogh, Georg von

doi:10.1504/ijtm.2010.035983

Cited by 73 publications

(47 citation statements)

References 54 publications

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“…Leadership in an online community is fragile because gaining influence takes years of commitment and investment (Spaeth et al, 2010) and the involvement of companies may change community members' motivation (Shah, 2006;Stewart et al, 2006). For example, companies must decide whether to found a community or to sponsor an existing community (West and O'Mahony, 2005).…”

Section: Communitymentioning

confidence: 99%

“…Stam, 2009;Stuermer et al, 2009), despite frequently high investments by firms in such collaboration (Dahlander and Wallin, 2006). IBM, for example, invested significant resources into the public development of their Eclipse software development platform for a duration of five years, before development by outside software users outweighed IBM's own development efforts (Spaeth et al, 2010). There are three major implications resulting from the use of social software that favors a broader view of collaboration, extending beyond the company.…”

mentioning

confidence: 99%

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Social Software and Strategy

Haefliger¹,

Monteiro²,

Foray³

et al. 2011

Long Range Planning

126

101

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Social software challenges strategic thinking in important ways: empowering creative, independent individuals implies indeterminate and uncertain reactions and creations in support of, or in opposition to, management's original thinking. We build a framework that organizes research on social software, taking perspectives from both inside and outside companies. We use this framework to introduce the contributions to this special issue in terms of strategy, technology, and community and to ask a series of questions for strategy research that pays particular attention to value creation and appropriation, the role of technology both as tool and mediator between managers and users, and the role that management can play in communities, both as leaders and in shaping boundaries.

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Section: Communitymentioning

confidence: 99%

mentioning

confidence: 99%

Social Software and Strategy

Haefliger¹,

Monteiro²,

Foray³

et al. 2011

Long Range Planning

126

101

View full text Add to dashboard Cite

show abstract

“…Literature sources Process innovation → Product/service innovation [8,11,25,30,55,56,60,64,69,73,80,97,99,104,105,107,110,116] Product/service innovation → Process innovation [42,55,56,73] …”

Section: Resultsmentioning

confidence: 99%

“…Some types of open source development might even be characterized as forms of user-driven software development, involving open access to intellectual property such as source code in a model known as open innovation [50,54,60,[62][63][64][65][66][67]. Supporting these models are developments in social computing technologies that have significantly expanded the nature and scope of the communities and networks that can be drawn upon.…”

Section: Community and Networkmentioning

confidence: 99%

Innovation Drivers and Outputs for Software Firms: Literature Review and Concept Development

Rose

Furneaux

2016

Advances in Software Engineering

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Software innovation, the ability to produce novel and useful software systems, is an important capability for software development organizations and information system developers alike. However, the software development literature has traditionally focused on automation and efficiency while the innovation literature has given relatively little consideration to the software development context. As a result, there is a gap in our understanding of how software product and process innovation can be managed. Specifically, little attention has been directed toward synthesizing prior learning or providing an integrative perspective on the key concepts and focus of software innovation research. We therefore identify 93 journal articles and conference papers within the domain of software innovation and analyse repeating patterns in this literature using content analysis and causal mapping. We identify drivers and outputs for software innovation and develop an integrated theory-oriented concept map. We then discuss the implications of this map for future research.

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“…A focus on adaptation (adapt-to-fit), on the other hand, may miss the advantages of external maintenance and future improvements. The approach to community relations implies similar trade-offs: founding and nurturing a community is costly but rewarding in terms of influence over the artifact development agenda (Spaeth et al, 2010), whereas remote participation may yield no influence at all. Community relations can mean foundation or sponsorship by a firm-such as IBM's decision to release the Eclipse software development platform under an OS license and help build a foundation to manage it-or remote participation, evidenced in the roughly 170 member organizations contributing to the Eclipse platform.…”

Section: Toward a New Research Framework For Design Sciencementioning

confidence: 99%

Opening up design science: The challenge of designing for reuse and joint development

Krogh

Haefliger

2010

The Journal of Strategic Information Systems

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This is the accepted version of the paper.This version of the publication may differ from the final published version. Permanent repository link AbstractThe purpose of this paper is to advance design science by developing a framework for research on reuse and the relationship between external IT artifacts and their users. A design science approach to IS research needs to grapple with the fact that a number of relevant, economically attractive, external IT artifacts cannot be designed from scratch nor meaningfully evaluated based on the current state of development, and so design science research will struggle with incomplete cycles of design, relevance, and rigor. We suggest a strategic research agenda that integrates the design of the relationship between an external IT artifact and the user by considering the impact artifacts exert on users. Three dimensions derived from adaptive structuration theory inform our framework on three levels of design granularity (middle management, top management, and entrepreneur): agenda considers the dynamic properties of technological objects, adaptability refers to the functional affordance of external artifacts in development, and auspice captures the symbolic expression and scope for interpretation. We derive implications for research design.

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Enabling knowledge creation through outsiders: towards a push model of open innovation

Cited by 73 publications

References 54 publications

Social Software and Strategy

Social Software and Strategy

Innovation Drivers and Outputs for Software Firms: Literature Review and Concept Development

Opening up design science: The challenge of designing for reuse and joint development

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