Managing Open Innovation in SMEs: The CAS Software AG Case Study

2012 ◽  
Author(s):  
Sabine Brunswicker ◽  
Frank Ehrenmann
Keyword(s):  
Open Innovation

A Problem in the Making: How Firms Formulate Sharable Problems for Open Innovation Contests

2018 ◽  
Author(s):  
Martin W. Wallin ◽  
Georg von Krogh ◽  
Jan Henrik Sieg
Keyword(s):  
Knowledge Creation ◽  
Open Innovation ◽  
Problem Formulation ◽  
Theoretical Framework ◽  
Monetary Reward ◽  
Technical Innovation ◽  
Prior Work ◽  
Exploratory Case Study ◽  
External Sources

Crowdsourcing in the form of innovation contests stimulates knowledge creation external to the firm by distributing technical, innovation-related problems to external solvers and by proposing a fixed monetary reward for solutions. While prior work demonstrates that innovation contests can generate solutions of value to the firm, little is known about how problems are formulated for such contests. We investigate problem formulation in a multiple exploratory case study of seven firms and inductively develop a theoretical framework that explains the mechanisms of formulating sharable problems for innovation contests. The chapter contributes to the literatures on crowdsourcing and open innovation by providing a rare account of the intra-organizational implications of engaging in innovation contests and by providing initial clues to problem formulation—a critical antecedent to firms’ ability to leverage external sources of innovation.

Corporate acceleration process: a systems psychodynamics perspective

2020 ◽  
Vol 33 (6) ◽  
pp. 1163-1180
Author(s):  
Piotr Wójcik ◽  
Krzysztof Obłój ◽  
Aleksandra Wąsowska ◽  
Szymon Wierciński
Keyword(s):  
Open Innovation ◽  
Negative Emotions ◽  
Acceleration Process ◽  
Content Type ◽  
Team Members ◽  
Third Phase ◽  
Multiple Case ◽  
Social Defenses ◽  
Practical Implications

PurposeThe purpose of this paper is to explore the emotional dynamics of the corporate acceleration process, using the systems psychodynamics perspective.Design/methodology/approachThe study applies inductive multiple case study of embedded 10 cases of corporate acceleration, covering both incumbent and startup perspectives, occurring in the context of a corporate accelerator.FindingsWe find that (1) the process of corporate acceleration involves three phases, each of them is dominated by a different emotional state (hope, anxiety and acceptance), triggering different behavioral responses; (2) as a means to deal with negative emotions, entrepreneurs and corporate acceleration program's team members develop different mechanisms of dealing with contradictories in subsequent acceleration phases (defense and copying mechanisms), which are reflected in their behaviors. Coping mechanisms with goal reformulation (i.e. refocus from the officially declared “open innovation” goals toward mainly symbolic ones) is an effective strategy to manage negative emotions in third phase of the acceleration.Research limitations/implicationsOur sample is limited to two relatively similar accelerators established by telecom companies, and therefore, our theoretical and practical conclusions cannot be generalized.Practical implicationsWe supplement the studies of corporate accelerators that imply how to design them better and improve decision-making rules with recommendation that in order to improve their effectiveness in terms of learning and innovations, their managers need not only to learn how to manage structural and procedural differences but also how to overcome social defenses triggered by corporate–startups cooperation.Originality/valueBy documenting a multidimensional impact of acceleration process, and especially shedding light on psychodynamic aspects behind such liaisons, this paper contributes to richer understanding of corporate–startup relationships, typically examined through a rationalistic lens of strategy literature. The study contributes to interorganizational research and open innovation literature, by showing that corporate acceleration process is marked by phases based on the type of emotions intertwined with the nature and dynamism of its life cycle. It indicates how these emotions are managed depending on their type.

The combination of different open innovations: a longitudinal case study

2019 ◽  
Vol 13 (2) ◽  
pp. 342-362
Author(s):  
Xiaodong Yuan ◽  
Xiaotao Li
Keyword(s):  
New Product Development ◽  
Open Innovation ◽  
Point Of View ◽  
Longitudinal Case Study ◽  
Key Factors ◽  
Content Type ◽  
Strategic Direction ◽  
Different Types ◽  
Innovation Capacity

Purpose The purpose of this paper is to explore how an organization can combine different types of open innovations and what are the key factors that may influence the combination of different open innovations. Design/methodology/approach The basic methodology of this paper is the longitudinal inductive analysis within the conceptual framework of the open innovation proposed by Dahlander and Gann (2010). In this case study of Xiaomi Tech Inc., the open innovation combination is investigated through examining 25 new products created between August 2010 and December 2016 in terms of four general types: acquiring, sourcing, selling and revealing open innovation. Findings In practice, the combination of different types of open innovations can be realized. A firm may combine different open innovations at three levels: a single product level, a related product cluster level and a company level. In addition, different open innovations can be combined in diverse modes. The purpose of combining different types of open innovations is to overcome the disadvantages of each type and to exploit the advantages of all different types. Many factors may affect a firm’s option of how to combine open innovations. At different development stages, a firm may make and implement corresponding strategic direction based on its innovation capacity and internal resource. For a given strategy, the firm needs to create profits and manage intellectual property in the implementation of open innovations. These factors are interacted each other, rather than isolated. Originality/value The findings of this paper are helpful for better understanding how and why an organization can combine different types of open innovations. From a managerial point of view, an organization may combine different types of open innovations to leverage advantages and avoid disadvantages of each certain type of open innovation. An appropriate combination of different open innovations can effectively improve new product development.

scholarly journals Rvolta, a Case for Open Innovation

2013 ◽  
pp. 1562-1579
Author(s):  
Margarida Cardoso ◽  
Isabel Ramos
Keyword(s):  
Qualitative Research ◽  
Information Systems ◽  
Waste Management ◽  
Knowledge Creation ◽  
Open Innovation ◽  
Small And Medium Enterprise ◽  
Medium Enterprise ◽  
Innovation Practices ◽  
Focus Point

Rvolta has been working in waste management industry for 16 years now. This SME (Small and Medium Enterprise) from Portugal is taken as a focus point for the case study addressing a network of partners working in various activities which became related, so as to disclose the underlying innovative spirit, strategy, and partnership structure. Objectives of the present chapter are to portray and analyze a SME success case in open innovation (through various innovation practices), and clarify how knowledge creation and collaboration amongst different players in a network takes place. An exemplary collaboration episode is told. Framing issues are addressed so as to understand how they affect open innovation in SMEs. The study finds interactions, networking, and partnership connections, are important issues and indeed make a difference, thus enabling SMEs to innovate. This case evolved from an exploratory phase of an Information Systems PhD qualitative research, addressing open and crowdsourcing innovation.

scholarly journals Online Communities and Open Innovation

Economics ◽  
2015 ◽  
pp. 652-666
Author(s):  
Alberto Francesconi ◽  
Riccardo Bonazzi ◽  
Claudia Dossena
Keyword(s):  
Solar System ◽  
Absorptive Capacity ◽  
Online Communities ◽  
Open Innovation ◽  
Online Community ◽  
Software Tool ◽  
Linear Process ◽  
Innovation Approach

Online communities are becoming an important way to support firms towards an open innovation approach. However, knowledge shared in an online community represents only a potential for firm's innovation aims. The effectiveness of exploration and exploitation of this knowledge depends on firm's absorptive capacity. In this work the authors focus on the time an idea, shared within an online community, takes to be transformed from a ‘potential' into a ‘realized' innovation by a firm. In particular, conceiving knowledge as a trajectory across pole of attraction rather than a linear process, the authors develop a model inspired by the solar system metaphor. Preliminary results from a case study are presented. They suggest firms may improve the effectiveness of absorptive capacity exploiting the mediation role of a software tool.

Adopting an Open Innovation Program with Supply Chain Management in China: A Case Study

2018 ◽  
Vol 30 (1) ◽  
pp. 24-41 ◽  
Author(s):  
Antonio K. W. Lau ◽  
Leo W. Y. Lee ◽  
Kee-Hung Lai ◽  
Peter K. C. Lee
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Open Innovation ◽  
Chain Management

scholarly journals Open Innovation and Social Big Data for Sustainability: Evidence from the Tourism Industry

2018 ◽  
Vol 10 (9) ◽  
pp. 3215 ◽  
Author(s):  
Pasquale Del Vecchio ◽  
Gioconda Mele ◽  
Valentina Ndou ◽  
Giustina Secundo
Keyword(s):  
Big Data ◽  
Open Innovation ◽  
Tourism Industry ◽  
Longitudinal Case Study ◽  
Huge Amount ◽  
Knowledge Assets ◽  
Social Big Data ◽  
Tourism Experience ◽  
Innovation Processes

This paper aims to contribute to the debate on Open Innovation in the age of Big Data by shedding new light on the role that social networks can play as enabling platforms for tourists’ involvement and sources for the creation and management of valuable knowledge assets. The huge amount of data generated on social media by tourists related to their travel experiences can be a valid source of open innovation. To achieve this aim, this paper presents evidence of a digital tourism experience, through a longitudinal case study of a destination in Apulia, a Southern European region. The findings of the study demonstrate how social Big Data could open up innovation processes that could be of support in defining sustainable tourism experiences in a destination.

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