When and how often to externally commercialize technologies? a critical review of outbound open innovation

Helm, Roland; Endres, Herbert; Hüsig, Stefan

doi:10.1007/s11846-017-0248-x

Cited by 26 publications

(23 citation statements)

References 40 publications

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“…These occurrences can negatively affect firm performance. 92 Choi 93 states that an internal knowledge-oriented innovation attitude has a positive influence on firm performance. On the other hand, an external knowledge-oriented innovation attitude has a positive effect on innovation performance only for large firms, lacking any real influence on SMEs' innovation performance.…”

Section: Performancementioning

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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Section: Performancementioning

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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“…Some examples of inbound OI are in-licensing and outsourcing (Gimenez-Fernandez and Sandulli, 2017; Henttonen and Lehtimaki, 2017; Kohler and Chesbrough, 2019). Outbound OI , on the other hand, describes transfer of internal knowledge or technology toward other technology fields, firms or industries (Helm et al , 2019; Usman and Vanhaverbeke, 2017). By licensing-out their technologies, firms may fully capitalize on their internal knowledge, generating additional revenue streams (Alexy et al , 2009; Masucci et al , 2019).…”

Section: Theory and Hypothesesmentioning

confidence: 99%

Managing open innovation from a knowledge flow perspective: the roles of embeddedness and network inertia in collaboration networks

Shi

Wei

et al. 2020

EJIM

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PurposeBuilding on theories of inter-organizational knowledge flows and social network, we explored how two types of collaboration network embeddedness (NE) (i.e. structural embeddedness (SE) and relational embeddedness (RE)) drive firms' inbound and outbound open innovation (OI) practices from a knowledge flow perspective, and further examined these relationships are to what extent contingent on network inertia (NI).Design/methodology/approachIn this empirical research, the authors collected a sample of patents in the unmanned aerial vehicle (UAV) industry over the period of 2000–2018. Then the authors examined the direct roles of SE and RE in collaboration networks on firms' inbound and outbound OI practices from a knowledge flow perspective, and the moderating role of NI by using negative binomial regression.FindingsEmpirical results from our study of 96 firms showed that both bridging structural holes position in collaboration networks (i.e. SE) and having stronger tie strength (i.e. RE) would positively affects firms' inbound OI practices, whereas only having stronger tie strength in collaboration networks (i.e. RE) would facilitate outbound OI practices. In addition, NI strengthens the relationships between SE and firm OI practice, but weakens the positive roles of RE on firm OI practice.Originality/valueThis empirical research provides new insights into whether and how firms can grasp the benefits of collaboration NE to conduct OI activities by exploring NI contingencies. It further sheds lights on the scope of the NE–OI issue from a knowledge flow perspective by extending its research context to UAV industry.

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“…The inbound mode has been the most studied in the literature, as mentioned by several authors [9,40], while the outbound and coupled modes have been far less considered [41,42]. Ahn et al [7] have studied the effect of different inbound modes, finding a positive effect of collaborative R&D projects, user involvement, and technology acquisition on performance.…”

Section: Oi Modes and Practicesmentioning

confidence: 99%

“…The outbound mode refers to the external technology commercialisation [42] to leverage internal R&D efforts [44] and tends to provide benefits for organisations as revenue generator [7,42,45]. However, the outbound mode can also provide risks [46], i.e., knowledge losses or high costs, that require a well organised R&D portfolio management approach [42].…”

Section: Oi Modes and Practicesmentioning

confidence: 99%

Implementing Open Innovation in Research and Technology Organisations: Approaches and Impact

Uribe-Echeberria

Igartua

Lizarralde

2019

Journal of Open Innovation: Technology, Market, and Complexity

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Research and development organisations (RTOs) are at the heart of innovation systems. They help to connect innovation system actors to foster industrial innovation. Due to this intermediary role, they act as paradigmatic open innovation (OI) actors. In this context, RTOs need to balance their knowledge stocks and flows, while assuring their own innovation capabilities and positively impacting the innovation system they influence. Thus, RTOs need to develop collaboration approaches that support their own performance while increasing their capabilities and not threatening their competitive advantages derived from their knowledge stock. In this study we extend the OI research to research organisations analysing their OI approach and the impact on its own performance, developing a new framework for OI study in RTOs using a partial least squares structural equation modelling (PLS-SEM) approach. The research, based on a sample of Spanish RTOs, arises two substantive conclusions. First, an increased number of collaboration partners (collaboration breadth) and the use of a variety of OI practices have a strong impact on RTOs’ overall performance (scientific, transference, and economic results). Second, RTOs need to foster their aperture and promote an active management to benefit from collaborating partners, whereas managers should pay special attention to questions related to the protection and management of intellectual property when promoting the use of different OI practices. Both results also emphasise the importance of managing firms’ knowledge flows in the implementation of OI in RTOs.

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When and how often to externally commercialize technologies? a critical review of outbound open innovation

Cited by 26 publications

References 40 publications

The influence of open innovation on firm performance

The influence of open innovation on firm performance

Managing open innovation from a knowledge flow perspective: the roles of embeddedness and network inertia in collaboration networks

Implementing Open Innovation in Research and Technology Organisations: Approaches and Impact

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