scholarly journals Radical Innovation for Sustainability: The Power of Strategy and Open Innovation

2017 ◽  
Vol 50 (6) ◽  
pp. 712-725 ◽  
Author(s):  
Steve Kennedy ◽  
Gail Whiteman ◽  
Jan van den Ende
Keyword(s):  
Open Innovation ◽  
Radical Innovation

scholarly journals The Moderating Effects of Dynamic Capability on Radical Innovation and Incremental Innovation Teams in the Global Pharmaceutical Biotechnology Industry

2020 ◽  
Vol 8 (1) ◽  
Author(s):  
Heather Johnson
Keyword(s):  
Literature Review ◽  
Knowledge Sharing ◽  
Systematic Literature Review ◽  
Open Innovation ◽  
Radical Innovation ◽  
Biotechnology Industry ◽  
Dynamic Capability ◽  
Incremental Innovation ◽  
Moderating Effects ◽  
Pharmaceutical Biotechnology

The purpose of this paper is to conduct a quantitative, integrative and systematic literature review of the moderating effects of dynamic capability associated with radical innovation and incremental innovation teams in the global pharmaceutical biotechnology industry. This paper utilizes a conceptual framework of dynamic capability and socio-technical theory to underpin the study. The study includes 250 articles which were originally surveyed, and then a final selection of 66 articles was based on a structured coding system. The study outcome reveals that knowledge sharing strengthens existing professional knowledge and enhances internal work coordination and consistency in employees’ behavior, and effectively integrates diverse team knowledge and experience. Open innovation has a positive effect on radical innovation and enables knowledge acquisition to form a symbiotic relationship with knowledge sharing. Learning orientation has a stronger effect on incremental innovation than on radical innovation. The limitations of the study are related to a systematic literature review for this research does not establish causality. The mediating effects of dynamic capability on teams are not explored for this research. The implications for management are as follows, teams must be given the autonomy to make decisions from a technical perspective. Tacit knowledge, open innovation, knowledge acquisition and learning orientation are areas in which priority must be given during and after acquisitions in the pharmaceutical biotechnology industry.

THE ROLE OF SOCIAL MEDIA FOR RADICAL INNOVATION IN THE NEW DIGITAL AGE

2021 ◽  
pp. 2150075
Author(s):  
DENISE FISCHER ◽  
JACQUELINE PRASUHN ◽  
STEFFEN STRESE ◽  
MALTE BRETTEL
Keyword(s):  
Social Media ◽  
Product Development ◽  
Technology Acceptance ◽  
New Product Development ◽  
Open Innovation ◽  
Positive Relationship ◽  
New Product ◽  
Radical Innovation ◽  
Novel Technologies ◽  
Social Media Tools

The beneficial value of leveraging external networks in the innovation process has sparked widespread attention by open innovation scholars. With the rise of novel digital technologies such as social media, the opportunity space for accessing a multitude of external knowledge outside the organisation has significantly expanded. For instance, social media is currently not only vital in monitoring the COVID-19 outbreak, but also in leveraging knowledge to find a treatment for coronavirus. Nevertheless, theory and empirical evidence on how user integration using novel technologies such as social media affects radical innovation remains scarce and inconclusive. Using data obtained from 269 senior managers in new product development departments, this study reveals that the use of social media tools for new product development positively impacts radical innovation. The positive relationship is further strengthened by higher levels of an organisation’s technology acceptance of social media. However, we also find that routinisation with social media technology weakens the positive relationship, suggesting that frequent social media users may be more vulnerable to the systemic challenges of social media tools. This study advances open innovation research and information systems literature, elevating the controversial and debated impact of customer integration and information technology for radical innovation into the digitisation era.

Examining the linkage among open innovation, customer knowledge management and radical innovation

2018 ◽  
Vol 13 (3) ◽  
pp. 368-389 ◽  
Author(s):  
Xin Wang ◽  
Ming Xu
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Open Innovation ◽  
Radical Innovation ◽  
Learning Ability ◽  
Customer Knowledge ◽  
Content Type ◽  
Innovation Activities ◽  
Customer Knowledge Management ◽  
The Impact

Purpose The purpose of this paper is to propose a research model exploring the link between open innovation, customer knowledge management and radical innovation. It seeks to answer these research questions: is there any difference among the effects of different types of open innovation activities on radical innovation? How does the organizational learning ability influence the impact of customer knowledge management on radical innovation? Design/methodology/approach The paper is based on the data collected from a sample of 165 modern service enterprises located in the Yangtze River Delta region. The authors conducted a structural equation modeling analysis using SPSS and MPLUS to test the proposed hypotheses. Findings The results showed that different kinds of open innovation activities had different impacts on the path to radical innovation. Inbound open innovation activities directly influenced radical innovation while the effect of outbound open innovation activities on radical innovation combined with the organizational exploitative learning ability is indirect. Similarly, the empirical results also proved that customer knowledge management had an indirect effect on radical innovation through the organizational learning ability, and the influence of the exploratory learning ability was more prominent. Originality/value Under the background of the national innovation driven by the development strategy, this paper studies the impact mechanism of radical innovation from the perspectives of open innovation and customer knowledge management. Therefore, it is suggested that the enterprise should adopt open innovation activities to foster innovation performance, formulate a customer-oriented innovation strategy and invest information and communication technologies to enhance the organizational learning ability of the enterprise.

Inbound open innovation and radical innovation capability

2018 ◽  
Vol 31 (3) ◽  
pp. 581-597 ◽  
Author(s):  
Xiaoxiao Shi ◽  
Qingpu Zhang
Keyword(s):  
Open Innovation ◽  
Smart Phone ◽  
Radical Innovation ◽  
Negative Influence ◽  
Moderating Effect ◽  
Innovation Capability ◽  
Content Type ◽  
Organizational Inertia ◽  
The Impact ◽  
The Relationship

Purpose The purpose of this paper is to analyze the impact of inbound open innovation and organizational inertia on radical innovation capability (RIC). It also seeks to explore whether the existence of organizational inertia has a moderating effect and influence on the relationship between inbound open innovation and RIC. Design/methodology/approach In this empirical research, the authors collected sample of patents in smart phone industry over the 2000-2016 period. Then, the authors examined the direct roles of inbound open innovation and organizational inertia, and the moderating role of organizational inertia by using hierarchical regression analysis. Findings Results found that cognitive inertia (CI) has a positive influence on firms’ RIC, but network inertia (NI) has a negative influence on RIC. CI also has a significant moderating effect on the relationship between inbound open innovation and RIC, but NI only has a significant moderating effect on the relationship between open search breadth and RIC. Inbound open innovation directly affects RIC. Research limitations/implications The authors collected the patent data of this study within the single industry and excluded other types of industries. And it may limit the generalization of the findings. Practical implications The paper includes implications for adopting an appropriate open search strategy and developing a better understanding of organizational inertia on firms’ radical innovation behavior. The findings suggest future directions to technology intensive industries for improving their RIC. Originality/value This study contributes to the relationship between organizational inertia and RIC within the framework of inbound open innovation.

scholarly journals Open innovation: on the influence of internal and external collaboration on degree of newness

2017 ◽  
Vol 23 (6) ◽  
pp. 1129-1143 ◽  
Author(s):  
Astrid Heidemann Lassen ◽  
Bjørge Timenes Laugen
Keyword(s):  
Open Innovation ◽  
Design Methodology ◽  
Radical Innovation ◽  
Data Set ◽  
High Importance ◽  
Content Type ◽  
Innovation Projects ◽  
Innovation Output ◽  
External Collaboration ◽  
The Empirical Analysis

Purpose The purpose of this paper is to test the effect of internal and external collaboration on the degree of newness (incremental/radical) in innovation projects. This adds to the understanding of the particular patterns of open innovation (OI) and what characterizes the innovation emerging through this approach. Design/methodology/approach Tests are performed on the effect of internal and external collaboration on the degree of newness (incremental/radical) in innovation projects. This adds to the understanding of the particular patterns of OI and what characterizes the innovation emerging through this approach. The empirical analysis is based on a data set including responses from 512 Danish engineers. Findings The results show that external collaboration has significantly different effects on the degree of newness depending on the type of external partners involved, and they also show that radical innovation output is positively related to involving the R&D department (internal) and universities (external involvement) and negatively related to involving suppliers. Originality/value The results provide a more detailed understanding of how different OI patterns affect the development of incremental vs radical innovation in existing organizations. In particular, three findings add new insights into how OI affects innovation to reach the highest degree of newness: high importance of collaboration with external partners with distinct interests and skills; low reliance on existing customers and suppliers for the development of radical innovation; and narrow and focused internal involvement rather than broad internal involvement.

Implementing open innovation for radical innovation: three successful cases in the SAES group

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Andrea Urbinati ◽  
Raffaella Manzini ◽  
Davide Piacentini ◽  
Corrado Carretti
Keyword(s):  
Open Innovation ◽  
Joint Venture ◽  
Innovation Management ◽  
Radical Innovation ◽  
Innovation Activity ◽  
Organizational Forms ◽  
Content Type ◽  
Radical Innovations ◽  
Decision Making Processes ◽  
The Right

PurposeRadical innovation is still a debated concept in the field of innovation management. Very often, firms cannot pursue radical innovation due to the lack of access to markets, right expertise and financial resources. This issue is even more relevant nowadays, as companies have started to open their innovation activity to external partners. Despite the surging interest in the topic of radical innovation in a context of open innovation, scholars have shown how it can be difficult for companies to achieve the desired outcomes because of a failure to implement the right organizational forms of collaboration with external partners. The paper examines how companies implement successful open innovation cases that lead to successful radical innovations through dedicated organizational forms of collaboration.Design/methodology/approachThe present article leverages three qualitative cases of open innovation projects where SAES group (or the “Company”), an Italian technology-based company, has exploited open innovation through dedicated organizational forms of collaboration to pursue radical innovation.FindingsThe findings show how the analyzed cases have required the Company to implement three different forms of collaborations: (1) equity alliance, (2) acquisition and (3) joint venture to pursue radical innovation. In addition, the results give some suggestions about the decision-making processes of the Company and show how a set of both rational and soft factors, such as technical, cultural, geographical, dimensional and human, have to be considered in implementing open innovation for radical innovation.Originality/valueThe results of this study reinforce and enrich existing research on the factors that decision-makers can evaluate for deciding which open innovation modes are the most suitable for leading to successful radical innovations.

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