Flexibility in innovation through external learning: exploring two models for enhanced industry university collaboration

Harryson, Sigvald; Kliknaite, Sandra; Dudkowski, Rafal

doi:10.1504/ijtm.2008.015987

Cited by 46 publications

(20 citation statements)

References 13 publications

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“…Firms can identify or search for external sources of innovation by collaborating with a variety of external stakeholders or seeking out specialists with useful knowledge (e.g., Ili, Albers, and Miller, ; Nieto and Santamaría, ; Tether and Tajar, ); firms may also passively obtain innovation that is “pushed” by external stakeholders (Spaeth, Stuermer, and von Krogh, ). Researchers have identified specific sources of external knowledge including suppliers (Li and Vanhaverbeke, ; Schiele, ), customers (Gassmann, Sandmeier, and Wecht, ; Grimpe and Sofka, ), competitors (Lim, Chesbrough, and Ruan, ), or universities (Cassiman, Di Guardo, and Valentini, ; Fabrizio, ; Harryson, Kliknaite, and Dudkowski, ). Factors that influence the use of external sources of innovation include not only the characteristics of the external source, but also internal factors such as R&D capabilities and complementary assets (Ceccagnoli, Graham, Higgins, and Lee, ; Teirlinck, Dumont, and Spithoven, ).…”

Section: Obtaining Innovations From External Sourcesmentioning

confidence: 99%

Leveraging External Sources of Innovation: A Review of Research on Open Innovation

West¹,

Bogers²

2013

J of Product Innov Manag

1,502

1,249

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This paper reviews research on open innovation that considers how and why firms commercialize external sources of innovations. It examines both the “outside‐in” and “coupled” modes of open innovation. From an analysis of prior research on how firms leverage external sources of innovation, it suggests a four‐phase model in which a linear process—(1) obtaining, (2) integrating, and (3) commercializing external innovations—is combined with (4) interaction between the firm and its collaborators. This model is used to classify papers taken from the top 25 innovation journals, complemented by highly cited work beyond those journals. A review of 291 open innovation‐related publications from these sources shows that the majority of these articles indeed address elements of this inbound open innovation process model. Specifically, it finds that researchers have front‐loaded their examination of the leveraging process, with an emphasis on obtaining innovations from external sources. However, there is a relative dearth of research related to integrating and commercializing these innovations. Research on obtaining innovations includes searching, enabling, filtering, and acquiring—each category with its own specific set of mechanisms and conditions. Integrating innovations has been mostly studied from an absorptive capacity perspective, with less attention given to the impact of competencies and culture (including “not invented here”). Commercializing innovations puts the most emphasis on how external innovations create value rather than how firms capture value from those innovations. Finally, the interaction phase considers both feedback for the linear process and reciprocal innovation processes such as cocreation, network collaboration, and community innovation. This review and synthesis suggests several gaps in prior research. One is a tendency to ignore the importance of business models, despite their central role in distinguishing open innovation from earlier research on interorganizational collaboration in innovation. Another gap is a tendency in open innovation to use “innovation” in a way inconsistent with earlier definitions in innovation management. The paper concludes with recommendations for future research that include examining the end‐to‐end innovation commercialization process, and studying the moderators and limits of leveraging external sources of innovation.

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Section: Obtaining Innovations From External Sourcesmentioning

confidence: 99%

Leveraging External Sources of Innovation: A Review of Research on Open Innovation

West¹,

Bogers²

2013

J of Product Innov Manag

1,502

1,249

View full text Add to dashboard Cite

show abstract

“…University linkages also offer more timely access to inventive trends (Fabrizio ). However, there are a range of barriers to external knowledge sourcing in university–industry relationships, such as, for example, cultural differences, long‐term scientific research versus exploitation‐oriented research of industrial organizations and incompatible rewards systems—with universities focusing on publishing and firms protecting results (Harryson, Kliknaite, and Dudkowski ).…”

Section: The Analytical Framework: External Knowledge Sourcing In Smesmentioning

confidence: 99%

Open Innovation in Small and Medium-Sized Enterprises (SMEs): External Knowledge Sourcing Strategies and Internal Organizational Facilitators

Brunswicker¹,

Vanhaverbeke²

2014

Journal of Small Business Management

539

375

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“…Collaboration in supply chain can make all members benefit from coordination (Harryson, Kliknaite & Dudkowski, 2007). Most companies want their supply chain partners devote more efforts into innovation, so in reality, this fact is that "one pay effort, others benefit" (Mentzer, Min & Zacharia, 2000).…”

Section: Evaluation Of Collaborative Product Technological Innovationmentioning

confidence: 99%

Efficiency of the supply chain collaborative technological innovation in China: An empirical study based on DEA analysis

Zhang

2015

JIEM

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Flexibility in innovation through external learning: exploring two models for enhanced industry university collaboration

Cited by 46 publications

References 13 publications

Leveraging External Sources of Innovation: A Review of Research on Open Innovation

Leveraging External Sources of Innovation: A Review of Research on Open Innovation

Open Innovation in Small and Medium-Sized Enterprises (SMEs): External Knowledge Sourcing Strategies and Internal Organizational Facilitators

Efficiency of the supply chain collaborative technological innovation in China: An empirical study based on DEA analysis

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