Business Models for Open Innovation: Matching Heterogenous Open Innovation Strategies with Business Model Dimensions

2014 ◽  
Author(s):  
Tina Saebi ◽  
Nicolai J. Foss
Keyword(s):  
Business Model ◽  
Open Innovation ◽  
Business Models ◽  
Innovation Strategies

Open Innovation Business Models and Open Strategies: Features, Challenges, Development Prospects

2018 ◽  
Vol 2018 (1) ◽  
pp. 140-159
Author(s):  
Nadezhda Bek ◽  
Laura Gadzhaeva
Keyword(s):  
Business Model ◽  
Open Innovation ◽  
Business Models ◽  
Scientific Paper ◽  
Business Model Innovation ◽  
Future Research ◽  
Extensive Growth ◽  
Innovation Strategies ◽  
Open Business Models

The paper discusses the results of review of the business models innovation, open innovation business models and open innovation strategies. We reveal an increasing business attention and extensive growth of scientific paper in this field. We define positions of single authors about framework of components, parameters and relation business model innovation with open business models and open innovation strategies Based on existing literature, we illustrate that openness of business models innovation enhance the role of ecosystems, platforms, communities and other network forms in strategic management. The important avenues for future research in understanding and alignment business model innovation with effectiveness of creating and capturing value, business, innovation strategies and positioning strategies in digital transformation era.

Open Innovation Strategies in SMEs

2013 ◽  
pp. 281-293 ◽  
Author(s):  
Hakikur Rahman ◽  
Isabel Ramos
Keyword(s):  
Business Model ◽  
Value Chain ◽  
Open Innovation ◽  
Small And Medium Enterprises ◽  
Economic Gain ◽  
Innovation Strategies ◽  
Medium Enterprises ◽  
Financial Base ◽  
Partnership Approach ◽  
Corporate Business

Open innovation in entrepreneurships already finds its acceptance at all levels of the business industry for adding value to the business. The value could be in the form of economic gain or enhancement of knowledge leading to a sustained financial base. Open innovation adopts various strategies to accomplish the task for enhancing the value gain. Varying by size, nature, pattern, or characteristics of the firm various strategies are being adopted by enterprises. Though largely known to be familiar in corporate business houses, in recent years open innovation is also becoming increasingly familiar in small and medium enterprises (SMEs) and the trend is rapidly increasing. However, despite the potency of open innovation strategies, most of the enterprises are yet to find a sustained business model, especially for the SMEs working at the periphery of that value chain. This forms the basis of the current study. This chapter is trying to formulate a business model incorporating partnership approach from academia, research houses, intermediaries, and other stakeholders.

A Note on Corporate Open Innovation: Engagement with Startups

2021 ◽  
Vol 26 (2) ◽  
Author(s):  
Diana Joseph ◽  
Arthur A Boni ◽  
Dennis Abremski
Keyword(s):  
Best Practices ◽  
Business Model ◽  
Open Innovation ◽  
Research Study ◽  
Extensive Survey ◽  
Digital Medicine ◽  
Expert Interview ◽  
Innovation Strategies ◽  
Health Markets

This Note summarizes our findings based on an exploratory and initial global research study of best practices for organizations employing open innovation business model strategies. We utilized an expert interview approach to develop a survey that was taken during the Covid-19 pandemic. It was meant to assess open innovation strategies and tactics, particularly focused on partnering with startups and emerging companies. We worked with a cohort of Corporate Accelerator Forum (CAF) members (as experts), prior to a more extensive survey of corporations concerning their engagement with startups. Our experts included key leadership from Techstars, Bayer CoLaborator, and Illumina Accelerator. We plan a broader, more extensive survey of national and international companies as a follow up.  Our results highlight and provide commentary on current industry practices and trends during the Covid-19 pandemic, and have applicability to the biopharma, MedTech, and digital medicine/health markets.

The philosophy of “open innovation”

2016 ◽  
Vol 7 (2) ◽  
pp. 134-153 ◽  
Author(s):  
JinHyo Joseph Yun ◽  
KyungBae Park ◽  
JeongHo Yang ◽  
WooYoung Jung
Keyword(s):  
Information Technology ◽  
Business Model ◽  
Open Innovation ◽  
Design Methodology ◽  
Content Type ◽  
Logical Basis ◽  
Innovation Strategies

Purpose The purpose of this paper is to explore the ideological foundation of open innovation strategies and the open business model, which are appearing as new industrial paradigms based on information technology (IT). Design/methodology/approach First, this paper examined the ideological foundation of Deleuze, Whitehead, and Popper. Next, Taoism was scrutinized to discover concrete bases for open innovation. Findings Here, it was found that Taoism completely coincides with the logical basis of open innovation. The theory “the supreme good is like water” of Taoism means to vacate oneself and fill the space with others to create paradoxes, thereby filling oneself with a more creative method. Originality/value Taoism provides a way to present paradoxes through the idea of vacating and opening to reach a creative stage of leaving nature as it is.

Knowledge strategy and business model conditions for sustainable growth of SMEs

2015 ◽  
Vol 6 (3) ◽  
pp. 246-262 ◽  
Author(s):  
JinHyo Joseph Yun ◽  
WooYoung Jung ◽  
JeongHo Yang
Keyword(s):  
Sustainable Development ◽  
Business Model ◽  
Open Innovation ◽  
Business Models ◽  
Sustainable Growth ◽  
Content Type ◽  
Knowledge Strategy ◽  
Knowledge Strategies ◽  
Closed Innovation

Purpose – The purpose of this study is to figure out the factors for sustainable growth of small- and medium-sized enterprises (SMEs). Design/methodology/approach – In all, 27 SMEs in the area of IT (Information Technology) in Korea were analysed through interview method basically. Findings – It is found that sustainable development of SMEs requires two kinds of open innovation which are knowledge strategy and business model. According to developing process, SMEs change their open innovation strategy in knowledge strategy and business model. The highest growth limit of SMEs depends on open innovation in knowledge strategy and business model in sequence from closed innovation in both, through open innovation in both, to open innovation in knowledge strategy and closed innovation in business model and to closed innovation in knowledge strategy and open innovation in business model. Research limitations/implications – First, the present study was conducted with IT sector SMEs in Korea. It is true that the IT sector is one of the most rapidly changing industrial sectors and is one of representative business types of SMEs in which manufacturing and service industries coexist and diverse sizes of SMEs exist (Malerba, 2002). Second, the present study relies on case study methods. It is true that case study is a method that gives excellent qualitative analysis in firm studies (Yin, 2008). Practical implications – SMEs cannot survive if they do not accept open innovation in knowledge strategy and business model. SMEs that show absolute limitations in resources and manpower should absolutely implement open innovation strategies to secure more diverse resources from markets and external knowledge bases rather than preparing all resources and capabilities by themselves (Van de Vrande et al., 2009; Yun and Mohan, 2012a, 2012b). Social implications – SMEs should bear in mind the two different levels of open innovation, such as knowledge strategies and business models (Chesbrough, 2007; Chesbrough and Appleyard, 2007). Originality/value – SMEs should not confuse between temporally sustainable development and infinite sustainable development. Firms that take closed innovation strategies in both knowledge strategies and business models can also grow for some time. However, because of the deepening of knowledge-based economy, not only the amount of knowledge existing in the world and the speed of knowledge distribution increased but also the customers’ demands and expectations have been observed to increase in the market immediately through social networking sites (SNS), etc. (Yun and Ryu, 2012).

scholarly journals The Sustainable Business Model of Spa Tourism Enterprise—Results of Research Carried Out in Poland

2021 ◽  
Vol 7 (1) ◽  
pp. 73
Author(s):  
Adam R. Szromek
Keyword(s):  
Sustainable Development ◽  
Business Model ◽  
Open Innovation ◽  
Business Models ◽  
Sustainable Tourism ◽  
Business Activity ◽  
Sustainable Business ◽  
Tourism Enterprises ◽  
The Individual

The article presents the results of the analysis of the elements of business models of spa tourism enterprises in the context of the principles of sustainable development in tourism business. In the process of defining individual rules for tourist enterprises, an approach based on sustainable tourism criteria and an attempt to adjust them to individual conditions resulting from the specifics of the tourist business activity being carried out was proposed. The characteristics of the individual components of business models were based on the results of interviews conducted in 17 tourism enterprises. The CANVAS scheme was used to examine the structure of the business model. It was found that the business models of spa tourism enterprises not only fail to conform to the principles of sustainable development, but are also not used as managerial tools. Their knowledge among managers is very poor. The analysis was supplemented with additional roles played by Polish sanatoriums in preventing the SARS-Cov2 virus pandemic. The research also revealed an example of cooperation between several spa companies, in the framework of coopetition and exchange of knowledge and services, which can be considered as the initiation of cooperation based on open innovation.

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