Open Innovation and Stakeholder Engagement

Gould, Robert W.

doi:10.4067/s0718-27242012000300001

Cited by 78 publications

(24 citation statements)

References 66 publications

(48 reference statements)

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“…Despite stakeholder relationships being fundamental for OIS, there is a lack of understanding of the stakeholder dynamics prevalent in the MSME OIS processes (Gould, 2012). As Vanhaverbeke and Cloodt (2014) suggested, there's a need for new theoretical lenses to explain stakeholder engagement in leveraging the OIS phenomenon.…”

Section: Open Innovation For Sustainability and Shared Valuementioning

confidence: 99%

“…The Stakeholder theory aims to create an alternate approach (i.e. shareholder perspective) to help practitioners deal with change, where long-term success and shared values necessitate finding an equilibrium with stakeholders' expectations (Freeman, 1984;Gould, 2012;Jones et al, 2018). Shared values bring stakeholders together to manifest in a clearly communicated shared purpose.…”

Section: Open Innovation For Sustainability and Shared Valuementioning

confidence: 99%

“…Notably, in this case, the stakeholder perspective is applied to the integration of the concepts of shared value, openness, trust and knowledge management system (Freeman, 1984;Gould, 2012). Businesses that are aligned well between social impact and profit are more likely to be sustainable.…”

Section: Building Blocks For Open Innovation For Sustainabilitymentioning

confidence: 99%

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Open innovation for sustainability through creating shared value-role of knowledge management system, openness and organizational structure

Chaurasia

Kaul²,

Yadav

et al. 2020

JKM

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Purpose This paper aims to identify the prominent themes of open innovation for sustainability (OIS) and establish their inter-relationships. Moreover, it examines the importance of success factors (i.e. knowledge management system, openness and organizational structure) and their configuration for co-creating shared value for OIS in manufacturing micro small and medium enterprises. Design/methodology/approach The first stage of investigation determines the relationship between concepts using the bibliometric technique. The second stage examines predictors (e.g. knowledge management system, openness and organizational structure) that contribute to the desired outcomes (creation of shared value in OIS) through necessary condition analysis. Findings The investigation demonstrates that all three conditions are necessary for (at different levels) creating shared values for OIS. More specifically, the investigation shows that the different levels of creation of shared value outcomes do require organizations to configure organizational interventions at different levels of the knowledge management system, openness and organizational structure. Practical implications To use the concept of open innovation (OI), organizations need to expand their view beyond their existing resource pool and business environment, to include their partners and stakeholders for more inclusivity. Such creation of shared value for OI does require active participation, interaction and collaboration with both manufacturer, retailers and other stakeholders, for developing an insight in creating value for sustainability problem-solving context. Originality/value The investigation advances the existing body of knowledge that propagates the significance of knowledge management system, openness and organizational structure as the antecedent to increase the creation of shared value for sustainability by organizations. The investigation advances the existing body of knowledge that propagates the significance of knowledge management system, openness and organizational structure as an antecedent to increase the creation of shared value for sustainability by organizations.

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Section: Open Innovation For Sustainability and Shared Valuementioning

confidence: 99%

Section: Open Innovation For Sustainability and Shared Valuementioning

confidence: 99%

See 1 more Smart Citation

Open innovation for sustainability through creating shared value-role of knowledge management system, openness and organizational structure

Chaurasia

Kaul²,

Yadav

et al. 2020

JKM

View full text Add to dashboard Cite

show abstract

“…Stable relationships with stakeholders are a source of good standing, an increased brand value and a necessary condition for innovation. The idea of a cause-and-effect connection between strong relationships with stakeholders and enterprises' innovation activity was examined in the researchers' works as follows: regarding the open innovation as a whole (Gould, 2012) and the strategies of stakeholder integration into the innovation process (strategies vary depending on the openness degree) (Juntunen, Halme, Korsunova, & Rajala, 2019); the features of a dialog with stakeholders and integration of their knowledge to de-velop innovative products, services, processes or strategies (Ayuso, Rodríguez, & Ricart, 2006). Brandenburger and Stuart (1996) examine the impact of firms' relationships with suppliers and customers on the business value creation.…”

Section: Literature Reviewmentioning

confidence: 99%

Stakeholder approach to selecting enterprise-bank interaction strategies

Hutsaliuk

Yaroshevska

Shmatko

et al. 2020

Problems and Perspectives in Management

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Stakeholder theory dominates in revealing the features of the stakeholders’ influence on various entities; however, only few studies rely on it in the field of enterprises that select banks as financial partners. Considering the enterprise-bank relationship from the stakeholder theory perspective, this paper represents an approach to selecting strategies for interaction with this stakeholder type.The proposed approach includes the following steps: determining the interaction objectives for enterprises and banks; specifying and comparing potential partners; ranking banks to justify the chosen partner/partners for interaction; and selecting interaction strategies and forming the content of the behavior patterns inherent in enterprises (offensive or negotiation strategies). The criteria for choosing a strategy include the objectives of the interaction between enterprises (providing comprehensive services or satisfying individual financial needs) and their financial status that determines the interest of banks in partnership.The application of the proposed methodology for calculating rating indicators and the respective bank ranking showed that 18% of the banks included in the studied list of reliable Ukrainian banks have a high level of innovation activity and an acceptable level of banking service costs for business customers (that is, they implement a customer-oriented policy). Therefore, to receive comprehensive banking services combined with high or medium levels of banks’ interest in interaction, the paper recommends enterprises to choose a large-scale offensive strategy or a large-scale negotiation strategy, respectively.The stakeholder theory, as well as consideration of the criteria defined in the paper, will allow enterprises to choose interaction strategies that meet their needs for financial services and harmonize the interests of partners.

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“…In the new paradigm, technology could help address stakeholder concerns as firms could deploy technology to help stakeholders interact with firms meaningfully and easily (McCabe et al, 2012). Firms could not only deploy technology to communicate with stakeholders but also explore the manifest and latent needs of stakeholders (Ayuso et al, 2011; Marinova et al, 2017; Wayne Gould, 2012). Firms could deploy technology to provide stakeholders a more humanistic experience even in the absence of human beings.…”

Section: Literature Reviewmentioning

confidence: 99%

Humanistic Orientation in Firm–Stakeholder Technology-based Interaction and Its Impact on Stakeholder Satisfaction

Bhattacharyya

2020

Emerging Economy Studies

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The advent of Web 2.0-based Internet technologies coupled with mobile digital telecommunication devices have altered the landscape of interaction between a firm and its stakeholders. Increasingly firms are interacting with their stakeholders through electronic means such as group e-mails, batch Short Messaging Services (SMSs), short text posts, social networking sites, and others. This is ushering a rich era in firm–stakeholder communication occurring on real-time basis (24×7) and from anywhere. Technology-based interactions are viewed as lacking the humanistic perspective. This is especially true for such stakeholders who are differently abled, illiterate, elderly, and others who are not able to adapt to the new realities in technology-based firm–stakeholder communication. In this research, the author explored the effect of inclusion of humanistic orientation in technology-based interaction between a firm and its stakeholders. One hundred and fifty two CSR managers’ responses were considered for scale development to measure the variables, firm management engagement (FME), firm technology medium deployed (FTMD), stakeholder interaction (SI), humanistic orientation in interaction (HOI), and interactional stakeholder satisfaction (ISS) with the help of a structured questionnaire survey instrument. Furthermore, a model on ISS was developed. In the model, FME and FTMD were the antecedent variables; SI was the mediating variable; and HOI was the moderating variable with ISS as the dependent variable.

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Open Innovation and Stakeholder Engagement

Cited by 78 publications

References 66 publications

Open innovation for sustainability through creating shared value-role of knowledge management system, openness and organizational structure

Open innovation for sustainability through creating shared value-role of knowledge management system, openness and organizational structure

Stakeholder approach to selecting enterprise-bank interaction strategies

Humanistic Orientation in Firm–Stakeholder Technology-based Interaction and Its Impact on Stakeholder Satisfaction

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