Open Innovation: Old Ideas in a Fancy Tuxedo Remedy a False Dichotomy

Trott, Paul; Hartmann, D.

doi:10.1142/9781783262816_0014

Cited by 3 publications

(3 citation statements)

References 29 publications

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“…An adequate analysis of how the market behaves and evolves is essential for adaptability and mission to become the backbone of an OC conducive to innovation. However, it does not necessarily imply a radical transformation of the organization's design since most organizations perform marketing and strategic functions that help formalize external and market analysis (Trott, 2021). We are not claiming this is a simple task; the point is that it requires the development of functions that most firms already perform.…”

Section: Discussionmentioning

confidence: 99%

Organizational culture and innovation: exploring the “black box”

Vargas-Halabí

Perales

2023

EJMBE

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PurposeThis research aimed to conceptualize organizations as open and purposeful systems to study how organizational culture (OC) influences firms' Innovative Performance (IP). The authors proposed goal setting and internal integration/external adaptation paradox as central to explaining OC's mediating and suppressing effects on IP.Design/methodology/approachThe authors collected data from 372 Costa Rican organizations and analyzed them with structural equations. This research used the Denison Model instead of the usual typology-based approaches.FindingsThe mission had a direct and high impact on IP. The mediated effect via adaptability was also elevated, as well as the suppressor effect through consistency. There was no effect on IP of involvement. According to these results, the Open and Rational Systems Framework emerge as the main theoretical explanatory concepts.Originality/valueDisaggregating the OC through a performance-oriented dimensional model makes it possible to study the dynamics between the elements that compound it and facilitate integrating these findings with other research streams.

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Section: Discussionmentioning

confidence: 99%

Organizational culture and innovation: exploring the “black box”

Vargas-Halabí

Perales

2023

EJMBE

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“…OI as a concept was introduced by Henry Chesbrough, but it is debated whether or not it is something genuinely new or simply a repackage of existing theories and practices in innovation strategies [34,35]. The different approaches and the lack of clear demarcations and definitions of innovation concepts like user innovation, OI, and crowdsourcing is apparent [20].…”

Section: Open Innovation and Open Sustainability Innovationmentioning

confidence: 99%

Exploring Sustainable HCI Research Dimensions Through the Inclusive Innovation Framework

Nyström

Mustaquim

2018

This Changes Everything – ICT and Climate Change: What Can We Do?

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When frameworks and design principles for open innovation and open sustainability innovation (OSI) were established in earlier research, their foundations were originated from the expanded concepts of universal design (UD) from human-computer interaction (HCI) in a prescriptive form. This also was the basis of an inclusive innovation framework (IIF) aiming for a sustainable information system design. In this paper the IIF originating from the concept of combining UD and open innovation (OI) in promoting information technology enabling sustainability goals was analyzed together with OI and OSI frameworks. The role of OI in formulating the IIF was thereby strengthened, which in parallel helped recognizing the extended conceptions of sustainable HCI (SHCI) and its future research path through the use of IIF.

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“…However, argues that the concept of open innovation is not new and is actually a rebranding of the historical market process of exchange and specialisation, under the domain of business management. This was agreed upon by Trott and Hartmann (2013), who argued that the concept of open innovation is only a mere relabelling of "old ideas in a fancy tuxedo" and is actually, merely "old wine in new bottles" (p. 359). Equally, Tidd and Bessant (2021) suggest that the concept is no longer new or original, and that some form of collaboration or licencing is always necessary.…”

Section: Evolutionmentioning

confidence: 96%

The Relationship and Influences of Organisational Resilience and Open Innovation for United Kingdom (UK) Life Science Small and Medium-Sized Enterprises (SMEs)

Winn

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This research questions whether open innovation can enhance the organisational resilience of United Kingdom life science small and medium-sized enterprises, by asking how the two concepts are related and influenced. This provides a significant and original contribution to knowledge and practice, to best understand how the two concepts associate, and how practitioners should allocate their limited resources across three factors (internal, demographic, external) to enhance both concepts together. The rationale is drawn from a gap in the peer-reviewed and grey literature, as it reports that United Kingdom life science small and medium-sized enterprises face a 39% failure rate, with those practicing closed innovation being more at risk. These sized enterprises represent 99.9% of the national economy and those operating in the life sciences must become resilient to deliver important social health and economic benefits. This research contributes to the body of knowledge by first considering the concept of organisational resilience, which has a standardised industry definition as an ability to anticipate, prepare for, respond, and adapt to disruption and change. The second concept of this research, open innovation, is defined as using external resources for innovation, whilst also allowing any unused resources to go outside of organisational boundaries. Mixed methods with multi-stage validation of regression and thematic analyses, ensured rigour. Findings show a moderate, positive relationship between the concepts for United Kingdom life science small and medium-sized enterprises. It was, therefore, of value to combine them into an interaction variable, to measure their influences. The foremost contribution is that internationalisation is the most significant influence, implying that a globalised outlook is beneficial. Furthermore, the frequency of significant influences was equal across internal and external factors, indicating that owner-managers should be considerate of both contexts during their resource-based activities.

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Open Innovation: Old Ideas in a Fancy Tuxedo Remedy a False Dichotomy

Cited by 3 publications

References 29 publications

Organizational culture and innovation: exploring the “black box”

Organizational culture and innovation: exploring the “black box”

Exploring Sustainable HCI Research Dimensions Through the Inclusive Innovation Framework

The Relationship and Influences of Organisational Resilience and Open Innovation for United Kingdom (UK) Life Science Small and Medium-Sized Enterprises (SMEs)

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