Emergence of the open innovation model and factors of transition to it

Modern transnational companies are increasingly resorting to the open innovation model. The role of innovation is growing all over the world. The development and implementation of innovations in the current activities of companies characterize the effective competitive development of an organization in the market. This model has a number of advantages: faster development of innovations, the ability to save on R&D via outsourcing innovations, access to the most modern innovations of other companies, etc. The purpose of this study is to identify the factors that determine the transition of an increasing number of companies in the world to the open innovation model. In this paper, using the analysis of academic literature, various views on this process have been considered. The work identifies the factors of the development of the open innovation model in the modern world. As a result of the study, the authors have identified the factors that determine the transition of companies to the open innovation model from the traditional closed innovation model.

Die Netzwerkebenen von Genossenschaften als Innovationsraum – am Beispiel der BÄKO Österreich

Zusammenfassung Die Diskussion rund um open innovation versus closed innovation legt nahe, das Innovationsphänomen in Genossenschaften zu untersuchen, da in ihnen auf verschiedenen Netzwerkebenen interagiert wird und man so zu einer differenzierteren Betrachtung kommen kann. Als Untersuchungsobjekt wurde die BÄKO Österreich – die Einkaufsgenossenschaft der Bäcker und Konditoren – als seit Langem bestehende und daher offensichtlich anpassungsfähige Genossenschaft gewählt. Die fünf qualitativen Interviews werden mittels der Gioia-Methode analysiert, um zur Weiterentwicklung der theoretischen Überlegungen zum Innovationsprozess beizutragen. Unsere Untersuchung zeigt, dass die BÄKO Informationen von allen Akteuren aufnimmt und nach ihrer Innovationsrelevanz prüft, sodass Innovationsimpulse von außen und/oder von innen kommen können und so unterschiedlichste Akteursebenen einbezogen werden. Verallgemeinernd zeigen die Ergebnisse, dass in jedem Akteur eine mögliche Quelle für Innovationsimpulse gesehen werden sollte und Genossenschaften an Markterfolg und Legitimation gegenüber ihren Mitgliedern verlieren, wenn sie ihre grundsätzlich vorhandene Innovativität im Interesse der Mitglieder nicht einzusetzen wissen.

Competitive Circular Economy Management. The Mitsubishi Corporation Case

In today’s scenario of ‘hyper competition’, global corporations face many other MNCs (more and more frequently based in the US, China, South Korea, Taiwan and Europe). In oversize economy, global companies move to adopt closed innovation policies. In particular, the circular economy suggests that sustainable outputs can be achieved without loss of revenue or extra costs for global manufacturers. The transformation from MNCs to global networks has led towards vertical specialization and highly diversified patterns of collaboration through inter-firm and intra-firm transactions coordinated by global corporations. As we can see from the experience of the greatest global corporations (e.g., Mitsubishi Corporation), the biggest global companies see the circular economy as a specific tool to compete, in the context of a network vision (competitive circular economy management).

Why Do Experts Solve Complex Problems Using Open Innovation? Evidence from the U.S. Pharmaceutical Industry

This article investigates how project expertise and complexity jointly impact the decision to adopt open or closed innovation. It identifies four different types of open innovation models—crowdsourcing, coopetition, science-based, and network—and explores the varying conditions of project expertise and complexity under which firms tend to adopt a particular type. Using large data analysis from pharmaceutical drug development projects, the authors find that complexity moderates the relationship between project expertise and the choice of open or closed innovation and that levels of complexity and project expertise vary between different open innovation models.

Benchmarking of factors influencing adoption of innovation in software product SMEs

Purpose The purpose of this paper is to investigate the factors influencing small and medium enterprises’ (SMEs) adoption of innovation approaches. Design/methodology/approach The methodology involves two steps. First, all the variables relevant to the adoption of innovation in SMEs are identified. Subsequently, primary data are gathered from decision makers of 213 SMEs, and a multinomial logistic regression analysis is performed. Findings The results indicate that SMEs adopt both open innovation and closed innovation approaches. The firm-level factors such as firm age, firm size, education qualification, work experience and culture, and external factors such as customers, competition, technological advances and ecosystem influence adoption of open innovation approach compared to closed innovation approach. Factors such as culture among firm-level factors and competition among external factors influence the adoption of closed innovation approach. Practical implications The study helps the managers or the decision makers of the SMEs to know the suitable factors influencing the firm to adopt innovation which could potentially help the firms in their business strategy. Originality/value The study explores the adoption of innovation approaches of SMEs in emerging economies. The outcomes of this research have far-reaching implications for theory and practitioners in emerging economies.