Moving resources across permeable project boundaries in open network contexts

Lind, Frida; Holmén, Elsebeth; Pedersen, Ann-Charlott

doi:10.1016/j.jbusres.2011.05.019

Cited by 24 publications

(17 citation statements)

References 23 publications

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“…Interfaces in R&D projects are relevant in the connection with actors involved in financing, with suppliers, with users/adopters and with project institutional actors (Waluszewski et al, 2009). Therefore, the analysis of the role of ERDPs in SMEs' resource development provides a contribution to the IMP literature on R&D and innovation processes within project and project networks (Baraldi and Ingemansson, 2013;Cantù et al, 2012;Lind et al, 2012). In the light of the explorative nature of this research, this paper adopts a qualitative methodology based on a longitudinal case study (Yin, 2003;Halinen and Törnroos, 2005).…”

Section: Introductionmentioning

confidence: 99%

The role of European R&D projects for SMEs’ resource development: an IMP perspective

Ciarmatori

Bocconcelli

Pagano

2018

IMP

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Purpose The purpose of this paper is to provide a contribution on the role of European R&D projects (ERDPs) on small and medium enterprises’ (SMEs) resource development. Design/methodology/approach This paper adopts a qualitative methodology based on a longitudinal case study. The case analysis concerns Gamma, a small high-tech firm based in Italy, active in nanotechnologies since 2005 as a research spin-off and since its establishment active in ERDPs. The analysis is developed along three main phases of development where the company participated to different ERDPs. Findings The empirical analysis highlights that since its establishment, Gamma has been able to increasingly exploit participation in ERDPs, in order to gain access to financial and technological resources. Such active and continuous participation fostered the development of both advanced technological and organizational resources, which then allowed the company to survive and play a growing role as a well-known technology partner in the nanotechnology field in Italy and Europe. Originality/value Adopting an IMP perspective, the paper provides a contribution on the managerial dimension of SMEs’ participation in ERDPs – which represents a neglected topic in the existing literature – on two distinct grounds: resource development process and networking processes. With respect to resource development processes in ERDPs, this case study underscores the relevance of ERDPs for developing both technological and organizational resources, highlighting the relevance of project management-related knowledge. In terms of networking processes, this paper highlights the need to fully understand the interplay of ERDP networks and business networks.

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Section: Introductionmentioning

confidence: 99%

The role of European R&D projects for SMEs’ resource development: an IMP perspective

Ciarmatori

Bocconcelli

Pagano

2018

IMP

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“…In addition, numerous other concepts in the literature on team learning, collective cognition and group information processing have addressed the flow of knowledge and information in quite comprehensive ways, with theory developed to explain these processes and provide evidence for the relationships proposed (e.g. Edmondson, 2002; Gibson, 2001; Gibson and Earley, 2007; Gibson and Vermeulen, 2003; Hargadon and Bechky, 2006; Hinsz et al, 1997; Kostopoulos et al, 2013; Lind et al, 2012). For example, Lind et al (2012) discussed porous boundaries in the context of open innovation, showing the importance of the flow of ideas, knowledge, technologies and innovation across it.…”

Section: Refinement Of the Boundary Permeability Constructmentioning

confidence: 99%

“…Edmondson, 2002; Gibson, 2001; Gibson and Earley, 2007; Gibson and Vermeulen, 2003; Hargadon and Bechky, 2006; Hinsz et al, 1997; Kostopoulos et al, 2013; Lind et al, 2012). For example, Lind et al (2012) discussed porous boundaries in the context of open innovation, showing the importance of the flow of ideas, knowledge, technologies and innovation across it. Gibson and colleagues (Gibson, 2001; Gibson and Earley, 2007) developed theory regarding how teams acquire knowledge, integrate it and use it for decision-making or action.…”

Section: Refinement Of the Boundary Permeability Constructmentioning

confidence: 99%

Crossing team boundaries: A theoretical model of team boundary permeability and a discussion of why it matters

Dibble

Gibson

2017

Human Relations

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Given the context in which teams work today, many teams are necessarily dynamic and permeable; that is, workers must be able to move quickly and easily in and out of teams, across team boundaries. We develop a model of team boundary permeability that incorporates the features of the team that give rise to boundary permeability, the outcomes experienced by teams with permeable boundaries, and moderators that serve to enhance the benefits and mitigate the liabilities of boundary permeability. In doing so, we extend theory on the fluid nature of teams. We conclude with implications for theory, directions for future research and implications for practice.

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“…To avoid a potentially misleading dichotomy, researchers increasingly use the term permeable as measure to quantify and qualify the openness of corporate boundaries (e.g. Baldwin and von Hippel 2011, Bianchi et al 2011, Cooke 2005, Grönlund et al 2010, Lind et al 2012.…”

Section: Openness As a Means To Product Innovation And Renewalmentioning

confidence: 99%

The Mixed Blessings of Openness in Creative Industries – The Case of European Chefs de Cuisine

Braun

Ihl

2013

AMPROC

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Previous open innovation research has mostly focused on firm level investigations of inbound and outbound activities to generate and commercialize technological innovation in R&D intensive industries. With this study, we want to complement research on open innovation and idea-tion in creative industries, where output is largely determined by the ingenious creativity of individuals and success is ultimately determined by subjective evaluations of different audiences. Our empirical study is based on explorative interviews and a survey of 505 chefs de cuisine from 16 European countries. We draw on bricolage as well as institutional theories of market identity, legitimacy and reputation to hypothesize the impact of inbound and outbound openness on product renewal as well as market success among critics and customers. Consistent with bricolage logic, we find that inbound openness only fosters product renewal for restaurants with frequent menu updates. Furthermore, very high levels of inbound openness allows chefs to embrace multiple, dissonant business objectives. However, inbound openness tends to generate negative market evaluations of both critics and customers because diverse borrowing of ideas seems to blur chefs? crafting authenticity. At the same time, outbound openness, i.e. advertising and commercializing through books, media appearances and courses, may help chefs to (re-) gain some legitimacy for recombinant craftsmanship and novel recipes.

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Moving resources across permeable project boundaries in open network contexts

Cited by 24 publications

References 23 publications

The role of European R&D projects for SMEs’ resource development: an IMP perspective

The role of European R&D projects for SMEs’ resource development: an IMP perspective

Crossing team boundaries: A theoretical model of team boundary permeability and a discussion of why it matters

The Mixed Blessings of Openness in Creative Industries – The Case of European Chefs de Cuisine

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