The past, present and future of open innovation

Bigliardi, Barbara; Ferraro, Giovanna; Filippelli, Serena; Galati, Francesco

doi:10.1108/ejim-10-2019-0296

Cited by 143 publications

(113 citation statements)

References 204 publications

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“…We are witnessing the emergence of new communication technologies, the increased mobility of highly qualified employees, and the need to reduce R&D costs. Consequently, it is crucial to optimize internal processes and integrate external processes to guarantee the competitiveness of organizations [10].…”

Section: Introductionmentioning

confidence: 99%

Open-Innovation Practices: Diversity in Portuguese SMEs

Almeida

2021

Journal of Open Innovation: Technology, Market, and Complexity

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This study aimed to explore the diversity of open-innovation practices that are adopted in Portuguese SMEs considering the outside-in, inside-out, and coupled paradigms. A quantitative study was carried out considering a sample of 187 Portuguese SMEs. The findings revealed that these organizations favored the adoption of the outside-in paradigm. The inside-out model was the least relevant, especially for smaller companies (i.e., small and micro-companies). The most adopted outside-in practices were the integration of external knowledge from suppliers and clients; in the inside-out model, licensing processes were more important; while in the coupled model, joint ventures and network consortiums stood out. The increase in the innovation capacity of these organizations was highlighted as the most relevant benefit, while the lack of resources and difficulties in integrating knowledge emerged as challenges. This study is especially relevant for the establishment of public-support policies that promote the involvement of Portuguese SMEs in open-innovation processes.

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Section: Introductionmentioning

confidence: 99%

Open-Innovation Practices: Diversity in Portuguese SMEs

Almeida

2021

Journal of Open Innovation: Technology, Market, and Complexity

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“…Thus, OI can be deemed a research avenue aimed at integrating internal and external inputs for the development of novel products. 4…”

Section: Introductionmentioning

confidence: 99%

“…Thus, OI can be deemed a research avenue aimed at integrating internal and external inputs for the development of novel products. 4 To implement an OI strategy, it is necessary for companies to carry out innovation activities -the selling and purchasing of licenses and patents, and the exploitation of intellectual capacity -in order to transform the creation of value into the optimum combination of internal and external resources.…”

Section: Introductionmentioning

confidence: 99%

The influence of open innovation on firm performance

Bigliardi

Ferraro

Filippelli

et al. 2020

International Journal of Engineering Business Management

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Innovation is crucial for growth and business development, and represents a reliable way through which to gain competitiveness within the marketplace. Open innovation is expressed through three different processes: the acquisition of external technology (inbound innovation); the external exploitation of technology (outbound innovation); and coupled innovation. Based on a comprehensive and systematic review of the literature best able to detect the main thematic areas of the research topic, the aim of this paper is to investigate how the paradigm of open innovation influences firm performance and to provide suggestions for future research avenues.

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“…In the literature for open innovation, the "collaborative frameworks" that companies may adopt is a topic of much interest to researchers [42]. These frameworks have focused on two main aspects: the collaboration stakeholders or the stages of collaboration.…”

Section: Integrationmentioning

confidence: 99%

Knowledge-Sharing Strategies in Distributed Collaborative Product Development

Mathrani

Edwards

2020

Journal of Open Innovation: Technology, Market, and Complexity

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Knowledge-sharing strategies are used across the industry as open innovation and distributed collaboration are becoming more popular to achieve technological competencies, faster time-to-market, competitiveness and growth. Sharing of knowledge can provide benefits to manufacturing and new product development (NPD) companies in improving their product quality and enhancing business potential. This paper examines the implementation of knowledge-sharing strategies in New Zealand aimed at bridging the physical locational issues to achieve collaborative benefits in NPD firms through an in-depth case study. The analysis of this only one, but interesting, case extends a holistic multi-mediation model by Pateli and Lioukas for the effect of functional involvement in a distributed collaborative product development environment. This study explores the external and internal knowledge transfer and how it affects early-stage, late-stage, and the overall product development process. Findings present a knowledge-sharing toolset that enhances innovation in all stages of product development overcoming the environmental factors to improve early and late-stage development through a two-way knowledge-transfer loop with distributed stakeholders. An encouraging management culture is found as key for transparent knowledge transfer across cross-functional teams. The organizational structure and management style play an important role for both external and internal distribution of knowledge.

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The past, present and future of open innovation

Cited by 143 publications

References 204 publications

Open-Innovation Practices: Diversity in Portuguese SMEs

Open-Innovation Practices: Diversity in Portuguese SMEs

The influence of open innovation on firm performance

Knowledge-Sharing Strategies in Distributed Collaborative Product Development

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