Open Innovation at HP Labs

Banerjee, P.; Friedrich, Ralf P.; Morell, Lueny

doi:10.1109/mc.2010.322

Cited by 6 publications

(2 citation statements)

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“…Open innovation refers to the use of external resources and partners to improve the innovation capacity of the organisation, and relies on the idea that invention and innovation can emerge both inside and outside the company's walls (Banerjee, Friedrich, and Morell 2010;Chesbrough, Vanhaverbeke, and West 2006). Consequently, open innovation processes involve a wide range of internal and external technology sources, and a wide range of internal and external technology commercialisation channels (Galbraith and McAdam 2011).…”

Section: Introductionmentioning

confidence: 99%

Analysis of open innovation communities from the perspective of social network analysis

Torres

2013

Technology Analysis & Strategic Management

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Open innovation is an emergent paradigm by which organisations make use of their internal and external resources to perform their innovation processes. The growth of information and communication technologies has facilitated the spread of online open innovation communities, where users can share ideas as well as comment on and evaluate ideas posted by other community members. In this work, the behaviour of community members is analysed from the perspective of social network analysis. The final aim is twofold: first, to measure to what extent the different forms of participation are correlated to each other; and, second, how the collective intelligence evaluation schemes can be useful to identify those users posting ideas which are potentially applicable for the organisation. Obtained results can help community managers and organisations to improve the efficiency of the evaluation process when hundreds or thousands of ideas are shared through the online community.

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Section: Introductionmentioning

confidence: 99%

Analysis of open innovation communities from the perspective of social network analysis

Torres

2013

Technology Analysis & Strategic Management

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“…And each entails diverse efforts and resources to develop, manage, evaluate and grow. All of them require basically the same factors for building and sustaining success (Banerjee et al, 2010), as described below. 3.1.Basic Factors for Successful I-U Collaborations "There is nothing more important to leadership and organizational success than collaboration" -(Meghan M. Biron, Forbes).…”

Section: Types Of I-u Collaborationsmentioning

confidence: 99%

Scaffold to Build and Sustain industry-University Partnerships

Morell¹

2014

Journal of Engineering Education Transformations

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Automated urban train control with hybrid Event-B: ‘Tackling’ the rugby club problem

Banach

2020

Science of Computer Programming

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Normally, the passengers on urban rail systems remain fairly stationary, allowing for a relatively straightforward approach to controlling the dynamics of the system, based on the total rest mass of the train and passengers. However, when a mischievous rugby club board an empty train and then run and jump-stop during the braking process, they can disrupt the automatic mechanisms for aligning train and platform doors. This is the Rugby Club Problem for automated urban train control. A simple scenario of this kind is modelled in Hybrid Event-B, and sufficient conditions are derived for the prevention of the overshoot caused by the jump-stop. The challenges of making the model more realistic are discussed, and a strategy for dealing with the Rugby Club Problem, when it cannot be prevented, is contemplated.

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Open Innovation at HP Labs

Cited by 6 publications

References 0 publications

Analysis of open innovation communities from the perspective of social network analysis

Analysis of open innovation communities from the perspective of social network analysis

Scaffold to Build and Sustain industry-University Partnerships

Automated urban train control with hybrid Event-B: ‘Tackling’ the rugby club problem

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