Managing collaborative ideation: the role of formal and informal appropriability mechanisms

Gama, Fábio

doi:10.1007/s11365-018-0544-1

Cited by 16 publications

(8 citation statements)

References 58 publications

(73 reference statements)

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“…In other studies, property rights were identified as a significant barrier towards involving external sources in ideation [68]. Gama [69] argues that different formal and informal appropriation methods are combined for collaborative ideation. Therefore, the activity 'define results transfer mode' needed to be added in phase (2).…”

Section: Demonstrate Artifactmentioning

confidence: 98%

Open Innovation Process for Inter-Organizational Projects

Marx

2021

CSIMQ

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Open Innovation (OI) research has covered various organizational forms in dimensions of durability (permanent versus temporary organizing) and organizational scope (intra- or inter-organizational). Inter-organizational forms - both temporary and permanent – are regarded mainly as modes of OI. However, these organizational forms also act as initiators of OI activities to extend knowledge transfer across the inter-organizational consortium borders, which is hardly researched. To address this gap, the research presented in this article develops an OI process for inter-organizational projects (IOP) as initiators of OI. The initial model is developed by action research with an IOP of museums and educational institutions implementing a series of hackathons. The model’s applicability is then evaluated for other IOPs by a survey, indicating the model’s suitability for practitioners. Findings point to the importance of collaborative activities for aligning the OI initiative with both individual partners’ and common project goals, while outbound activities are regarded least important despite the time-limitation of the project. The research is limited by its focus on the specific IOP environment of EU-funded projects and the small scope of the survey.

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Section: Demonstrate Artifactmentioning

confidence: 98%

Open Innovation Process for Inter-Organizational Projects

Marx

2021

CSIMQ

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“…Specifically, IP operation consists of working to decide whether to protect innovation outcome, identify which type of IP tools they should use, whether there is possible IP commercialization, and any IP management process required. Unlike strategic planning, such an operating resource represents realized appropriation capabilities at the operational level due to its evidence of clear ownership [18,43,47].…”

Section: The Moderating Role Of Ip Operationmentioning

confidence: 99%

Open Innovation and Sustainable Innovation Performance: The Moderating Role of IP Strategic Planning and IP Operation

Zhang

Chen

2022

Sustainability

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In recent years, open innovation and intellectual property rights have become critical factors to gain superior sustainable innovation performance. However, existing literature pays little attention to different open innovation strategies and their interplay with different IP management approaches in improving sustainable innovation performance. Drawing on the contractual/non-contractual view, this study explores how external partnering and external sourcing affect sustainable innovation performance, and the moderating role of IP strategic planning and IP operation. An empirical study is performed based on an innovation survey with one sample of 764 manufacturing firms. The results show that both external partnering and external sourcing can enhance sustainable innovation performance. Moreover, both IP strategic planning and IP operation play a positive moderating role in the relationship between open innovation and sustainable innovation performance. IP operation functions well once firms engage in open innovation, while IP strategic planning functions well when firms are open to some certain extent. This study provides important implications for sustainability research and managerial practice.

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“…For value protection, isolating mechanisms are most commonly used [50]. These include both formal mechanisms-such as patents, copyrights and intellectual property rights, and formal contracts-and informal mechanisms such as confidentiality, secrecy, or hidden knowledge [51][52][53]. The value protected in this way does not increase the economic rent, but it rather aims to limit losses.…”

Section: Value Creation and Appropriation And Durability As The Attribute Of The Relational Strategymentioning

confidence: 99%

A company’s relational strategy: Linkage between strategic choices, attributes, and outcomes

Zakrzewska-Bielawska

Lewicka²

2021

PLoS ONE

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Nowadays, the idea of firms’ atomization is rejected and companies are perceived as entities embedded in inter-organizational relationships and their configurations, including dyads and networks. The relational view in strategic management thus prompts research on a firm’s relational strategy. This paper taps this gap considering links between strategic choices and attributes of a company’s inter-organizational relationships, as well as the outcomes achieved by collaboration with different groups of stakeholders. We test the model based on research carried out on a representative sample of 400 enterprises operating in Poland and on international markets. The results of structural equation modeling show that 1) the outcomes of collaboration reflect market benefits and are dependent on the durability of the inter-organizational relationships and the heterogeneity of the supply chain relationships, 2) durability as an attribute of the relational strategy depends on the choice of how to create and appropriate value, and 3) in turn, the attribute of heterogeneity of the relational strategy depends on what type of partners are selected. Thereby, we deliver managerial implications on how to create a relational strategy to achieve a relational rent and better a company’s market position.

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Managing collaborative ideation: the role of formal and informal appropriability mechanisms

Cited by 16 publications

References 58 publications

Open Innovation Process for Inter-Organizational Projects

Open Innovation Process for Inter-Organizational Projects

Open Innovation and Sustainable Innovation Performance: The Moderating Role of IP Strategic Planning and IP Operation

A company’s relational strategy: Linkage between strategic choices, attributes, and outcomes

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