Organisational modes for Open Innovation in the bio-pharmaceutical industry: An exploratory analysis

When technological discontinuities and disruptive business models challenge dominant industry logics: Insights from the drugs industry

“…Young entrepreneurial companies also tended to cluster geographically, locating themselves near to universities and other research centers (Su and Hung, 2009;van Geenhuizen and Reyes-Gonzalez, 2007). Alliances and partnerships became essential ways for the large companies to access young entrants' innovations, and for the innovators, in turn, to access markets (Bianchi et al, 2011;Bradfield and ElSayed, 2009;Mittra, 2007;Rothaermel, 2000). Their structures generally involved large companies positioning their smaller innovative collaborators at the start of the value chain (Rothaermel, 2001b), and such network orchestration is seen as one of the drug industry's three main activities today -"Firms need to be able to collaborate upstream and downstream, with small or large companies" (expert 17); "Networks are orchestrated by large firms that know how to manage the whole drug development" (expert 12) -and as necessary to bring together all the dispersed resources required for the whole drug discovery and development process (Powell et al, 1996;Staropoli, 1998).…”

Analysis of open innovation practices in the Iranian power industry

“…Because of having missed data, 9 questionnaires were eliminated. Bianchi et al, 2011;Chesbrough, 2002;Granstrand, 2004 Acquisition of other firm Gassmann & Enkel, 2004;Harison & Koski, 2010 Granstrand, 2004;Lord et al, 2002;Steensma & Corley, 2000;Von Hippel, 2005 Licensing in Chiaroni et al, 2010;Granstrand, 2004Outsourcing R&D contract Chiaroni et al, 2010Granstrand, 2004;Steensma & Corley, 2000 Technology Scanning Chesbrough, 2002;Chiaroni et al, 2010;Keupp & Gassmann, 2009;Teece, 1986 Spin offs and incubators BurgeSmani & Wheelwright, 2004;Chesbrough, 2002;Gassmann & Enkel, 2004 Divestment(123) Christensen & Overdorf, 2000; Gassmann & Enkel, 2004;Granstrand, 2004;Lee et al, 2010;Lichtenthaler, 2008;Von Hippel, 2005 Creation and selling of innovative Projects (123) Granstrand, 2004;Lichtenthaler, 2008; Outside-in Venture Capital Bianchi et al, 2011;Granstrand, 2004;Huizingh, 2011 Licensing out (123) Arora et al, 2001;Chiaroni et al, 2010;Gassmann, 2006;Gassmann & Enkel, 2004;Granstrand, 2004 Supply technical and scientific services Chiaroni et al, 2010;Gassmann, 2006;…”

“…Inbound open innovation refers to internal use of external knowledge, while outbound open innovation is associated with external exploitation of internal knowledge, which is also related to the three knowledge processes of knowledge exploration, retention, and exploitation performed either inside or outside a firm's boundaries ). Bianchi et al (2011) recognized three inbound and outbound activities, namely licensing agreements (in and out), non-equity alliances, and technical and scientific services (purchase and supply). Widespread modes for Inbound Open Innovation include in-licensing, minority equity investments, acquisitions, joint ventures, R&D contracts and research funding, purchase of technical and scientific services and non-equity alliances.…”

Innovation through accelerators: A case for open innovation

“…Businesses screen the industry in order to in-source technology and knowledge over and above their own research and development (R&D) (Spithoven, Clarysse & Knockaert 2009:2). Outside-in activities include in-licensing and buying of patents, earlier supplier integration, customer codevelopment and external knowledge integration (Bianchi et al 2011). By possessing the necessary competence and supplier management capabilities, businesses can extend new product development activities across organisational boundaries (Fritsch & Lukas 2001:302).…”