“Is open innovation a field of study or a communication barrier to theory development?”: A perspective

Badawy, Michael K.

doi:10.1016/j.technovation.2010.09.006

Cited by 39 publications

(18 citation statements)

References 4 publications

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“…Others have identified considerable differences arguing that supply chain management concentrates on management methods and structures to achieve efficiency and cost-cutting within supply chains, whereas open innovation is a demand-induced phenomenon developed to improve the functionality and effectiveness of the innovation process (e.g. Badawy, 2011). The focus of the former is on 'movement and storage of raw materials, work-process inventory, and finished goods from point of origin to point of consumption', and the latter 'on creativity, invention, innovativeness' (Badawy, 2011: 66).…”

Section: Open Innovationmentioning

confidence: 99%

Extending open innovation throughout the value chain by small and medium-sized manufacturers

Theyel

2012

International Small Business Journal

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This study assesses the adoption of open innovation practices during different value chain activities and measures its effect on product and process innovation. Based on a quantitative survey of 293 US small and medium-sized manufacturing companies the empirical research results suggest a broad use of open innovation practices with customers and suppliers throughout the firm's value chain. Strong interrelationships between open innovation practices along with the varied impact of open innovation practices on product and process innovation performance are presented and discussed. Overall, the study expands the understanding of open innovation beyond its traditional research and development focus, and highlights the importance of a stronger focus on selection of practices and partners for the effectiveness of open innovation.

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Section: Open Innovationmentioning

confidence: 99%

Extending open innovation throughout the value chain by small and medium-sized manufacturers

Theyel

2012

International Small Business Journal

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“…Innovation promotes the movement of the results of investment in research and development, either internally or externally to the organization (Badawy, 2011). Activities that make intensive use of knowledge, such as education, innovation and R & D, support the pillar of economic growth (Cicyt, 2007), either in the organizational environment or globally.…”

Section: Innovation Processmentioning

confidence: 99%

A Model to Support Decision Making in the Idea Management Domain

Sérgio¹,

Gonçalves²,

Souza³

2015

FSRJ

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Taking into account the global competitiveness, innovation has become a challenge for organizations. Idea management is an integral part of the innovation process and it is presented as an essential factor for achieving success. Due to the volume and sudden peaks in submissions of ideas, the appropriate analysis and the allocation of resources for investment are important issues to be addressed. The objective of this paper is to present a model for the management of ideas based on ontology and cluster analysis in order to maximize resources for investment in ideas. So as to demonstrate the model feasibility it was prepared a dataset comprised of fifty-five ideas collected from the Starbucks® site. These ideas were then stored in the domain ontology and were used as subsidies for the cluster analysis and for the building of a knowledge base. As a result, it was identified groups with similar ideas that, when analyzed, foster a greater potential for observation and may indicate patterns and trends that can assist in decision making.

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“…Unlike universities who have multiple socio‐economic reasons to innovate, most industrial innovation is motivated by commercial advantage (Andreeva and Kianto, ; Badawy, ; Maier, ) with small motivation towards social obligation (Harman and Harman, ). To ensure a commitment to innovate, there must be mutual incentives for innovation actors going forward (Collier, ).…”

Section: Social Networked Relationshipsmentioning

confidence: 99%

Open Innovation in Universities: The Relationship Between Innovation and Commercialisation

Razak

Murray

Roberts

2014

Knowl Process Manag

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Increasing calls from university stakeholders to optimise innovation capabilities has never been more urgent given the increasing link between industry and universities. However, innovation activities that underpin the commercialisation attempts of universities are seldom translated into commercialisation success. This is mainly attributed to poor management of innovation processes between innovation networks. Empirical evidence indicates that trust relationships between innovation actors are difficult to achieve because of the perceived risk of disclosure, managerial complexity and conflicts of culture. The purpose of this review paper is to examine how open innovation within universities enhances innovation practices that lead to commercialisation success. Other connecting variables that embody trust, motivation to innovate and strategic leadership are equally important. Several hypotheses are developed, and a research model connects the innovation constructs. This paper is expected to make a significant contribution to connecting literatures that inform successful university‐led and industry‐led partnerships. Copyright © 2014 John Wiley & Sons, Ltd.

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“Is open innovation a field of study or a communication barrier to theory development?”: A perspective

Cited by 39 publications

References 4 publications

Extending open innovation throughout the value chain by small and medium-sized manufacturers

Extending open innovation throughout the value chain by small and medium-sized manufacturers

A Model to Support Decision Making in the Idea Management Domain

Open Innovation in Universities: The Relationship Between Innovation and Commercialisation

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