Open Versus Closed Innovation: A Model of Discovery and Divergence.

Almirall, Esteve; Casadesus-Masanell, Ramón

doi:10.5465/amr.2010.45577790

Cited by 286 publications

(164 citation statements)

References 27 publications

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“…As sources of innovation become globally dispersed (von Hippel 2005), technologies proliferate and their associated knowledge becomes more complex and diverse, companies have become more specialized and focused on building distinct competencies in niche areas while relying on their partnerships to address changing market needs (Luksha 2008). Co-specialization appears to extend well beyond immediate innovation networks to cover global supply chains as well (Adner and Kapoor 2010;Almirall and Casadesus-Masanell 2010;Dhanaraj and Parkhe 2006;Gray and Meister 2004). These trends have increased the number of technology development and commercialization alliances between new ventures and well established companies seeking to stay current and competitive.…”

Section: Focus Objective and Contributionsmentioning

confidence: 98%

“…The concept of business ecosystems, and more specifically, innovation ecosystems, refers to a loosely interconnected network of companies that co-evolve capabilities around a new innovation or platform and thus depend on one another for their overall effectiveness and survival (Almirall and Casadesus-Masanell 2010;Iansiti and Levien 2004;Moore 1993). Ecosystem members usually work cooperatively and competitively to develop new products and services based on a shared set of technologies, knowledge, or skills (e.g., marketing) that comprise a platform.…”

Section: Innovation Ecosystemsmentioning

confidence: 98%

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Entrepreneurship in global innovation ecosystems

Zahra

Nambisan

2011

AMS Rev

160

102

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Established companies in countless industries have recognized the need to access globally dispersed knowledge networks to develop and acquire innovations necessary to better serve their customers. To maximize and coordinate their access to this diverse knowledge, some incumbents have developed innovation platforms whereby new ventures and smaller companies contribute their discoveries and innovations. These platforms allow incumbents to shape and control their ecosystems. These ecosystems have been fertile grounds for the creation of new ventures of different types. In this article, we explore the role of innovation ecosystems in birthing and supporting new ventures and inducing heterogeneity among them; discuss how these ventures' entrepreneurial activities within these innovation ecosystems are likely to vary from those in other contexts; and consider the implications of such ecosystems for the strategic shifts that new ventures might experience in the course of their evolution. We pay special attention to the managerial challenges new ventures may encounter in developing, leveraging, and balancing their technological and marketing capabilities.

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Section: Focus Objective and Contributionsmentioning

confidence: 98%

Section: Innovation Ecosystemsmentioning

confidence: 98%

Entrepreneurship in global innovation ecosystems

Zahra

Nambisan

2011

AMS Rev

160

102

View full text Add to dashboard Cite

show abstract

“…competition, imitation), but that have interactions that are only vaguely understood, if at all." An underemployed methodology that may correct this issue is simulation, as recent works that deploy the methodology have already shown (Almirall and Casadesus-Masanell 2010;Davis 2011;Zhu and Iansiti forthcoming). Simulation could, for example, improve our understanding of the (emergence of) industry structure; while we know that platformbased ecosystems can have very different structures (Langlois and Robertson 1992;Baldwin and Clark 2000;Staudenmayer et al 2005), we know very little about the causes of such variation.…”

Section: Research Methodologiesmentioning

confidence: 94%

Technological platforms

Piezunka

2011

J Betriebswirtsch

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The concept of a platform describes a set of system components that is strongly interdependent with most other system components, and that also codetermines the architecture of the system's outcome. This concept underlies all kinds of technology-based products, collaborations that produce multi-product systems, and transactions between distinct sets of market participants. In this paper, I provide an overview of the growing scientific literature on technological platforms, and also identify three distinct, but related, literature streams: (1) product platforms; (2) industry platforms; and (3) two-sided markets. In doing so, I focus on empirical studies and mathematical models. For each stream, I then go on to describe the type of platform that the stream relates to, review the stream's major studies (sorted by key strategic issues), and summarize and synthesize the overall findings before linking them to organizational theory and highlighting some potential gaps for future examination. In closing, I move to a comparison across streams and identify some currently unexplored aspects of the platform concept.

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“…In particular, customers are a rich source of information for innovation and their input and knowledge may determine the success or failure of a new product or service. In general, open innovation is superior to closed innovation when complexity is not high [4].…”

Section: 1 Innovationmentioning

confidence: 99%

A process-based framework of using social media to support innovation process

Wang

2015

Inf Technol Manag

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Although many organizations have deployed social media tools to support business activities such as marketing or customer relationship management in the past several years, academic research on using social media for supporting innovation process is very limited. Many organizations find it challenging to effectively integrate social media into organizational innovation practices because social media are primarily complex, informal and episodic. In this research, we would like to explore how various organizational factors can contribute to social media use for supporting innovation process. We conducted a case study of two particular cases, one with an e-learning service unit at a public university and another with a large hotel chain company. Based on the findings of this case study, we proposed a process-based framework that could help organizations use social media to support innovation process. This case study also identified situational factors that could affect the use of social media for closed innovation and open innovation respectively. In addition, some useful guidelines and proven practices are revealed from this case study.

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Open Versus Closed Innovation: A Model of Discovery and Divergence.

Cited by 286 publications

References 27 publications

Entrepreneurship in global innovation ecosystems

Entrepreneurship in global innovation ecosystems

Technological platforms

A process-based framework of using social media to support innovation process

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