Leadership in Open Innovation

Throughout the partnership interaction, leadership in Open Innovation becomes mainstream, so that everyone involved in the value creation process needs to exhibit skills along the proposed flexible leadership framework.

An Integrative Model for Technology-Driven Innovation and External Technology Commercialization

This chapter proposes an integrative model for internal and external commercialization of technology-driven innovation. It particularly addresses how firms can practically use external technology commercialization, which is a type of open innovation that is not yet fully understood by academics and managers alike. The chapter first reviews dominant literature and frameworks in the areas of innovation, technology-driven innovation, and external technology commercialization. It subsequently develops an integrative model of technology-driven innovation and external technology commercialization, which combines various extant frameworks of internal and external commercialization of internal technologies and thereby provides a holistic understanding of what it takes to successfully commercialize technology. The model presents various phases in the process from technology to commercialization, such as divergence, convergence, technology transfer, development, validation, commercialization, and product line expansion, and presents the relevant intersections and the alternative commercialization paths. Hereby, this chapter provides a holistic perspective and a practical tool for managers seeking viable commercialization opportunities inside or outside of their firm boundaries.

Practising Open Innovation in the Mobile Industry

This chapter also reports on open innovation as a coherent practice in highly dynamic technological markets.

Open Innovation through Intermediaries in the Web

Since its conception Open Innovation has become what can be called the reference mark for business innovation management. The aim of this chapter is threefold; first the authors explain the trends that have emerged from the use of web based open innovation by firms. Secondly, they will establish a relationship between these trends and the phases of the New Product Development (NPD) process. Thirdly, they will carry out a concrete qualitative analysis based on active intermediaries firms. The authors compare different case study of companies that offer themselves as intermediaries in the web for open innovation practices oriented to the product.

Firms’ Connections and Open Innovation

The main aim of this chapter is to determine whether or not and to what extent innovative Spanish firms apply open innovation practices. Accordingly, the authors analyze microdata from the Technological Innovation Panel (PITEC) database. This study develops a methodology that focuses on the description of the existing connections between the elements that constitute a socio-economic system: they extract data belonging to firms that have declared that they apply innovation activities and then the authors analyze the links between innovative firms based on the concept of systemic innovations (vs autonomous innovations) as a means to explaining open innovation. Systemic innovations require interaction between complementary innovators through different collaboration mechanisms that reveal links between parts of the system. From this perspective, the authors depict a profile of the innovation links in innovative Spanish firms involved in open innovation practices, together with a characterization of what they call an ‘open innovator firm’.

Modes of Open Innovation in Service Industries and Process Innovation

This broad study empirically compares the returns to different open innovation approaches, namely forms of pecuniary acquisition and non-pecuniary sourcing, on both product and process innovation in low-tech service and manufacturing firms. A fixed-effects analysis reveals differing patterns of the effectiveness of open innovation strategies across sectors and type of innovation outcome, along with decreasing returns from being “too open”. In general, the purchase of intangible intellectual property and broad search breadth have greater effects on product innovation, whereas the returns to knowledge embodied in physical artefacts and to drawing deeply from external sources are greater for process innovation. Overall, external sources of knowledge more strongly predict innovation in low-tech service firms than in the manufacturing sector. The final section considers implications for managers and policy makers.

IDTVOS

Internet based networks and core competences; the way we communicate with each other and global economic pressure have changed the way we innovate. In this chapter, a new business model and work philosophy based on “open innovation” are presented. IDTVOS (INTECO Digital Television Operating System), developed by INTECO Labs dept., in collaboration with partners and end users, is the most recent success and serves as an example of this model. IDTVOS, a DTT decoder operating system, provides better interaction and accessibility to digital television services for disabled users. This project is a clear example of open innovation where the technologies developed provide added value for citizens, particularly those with more difficulties, while, at the same time, the knowledge and experience is open and shared with industry to create a new market.

The Role of Promoter in the Context of University-Industry Cooperation

In an open innovation scenario, organizations increasingly rely on external sources through interorganizational networks. In this chapter, the authors study the role played by the promoters in facilitating and maintaining university-firm relationships. To do so end, they have analyzed the relationship promoter model and examined his or her role in the REDOMIC project, whose purpose is to match university supply with firm demand effectively. After analysing the characteristics of the promoter role, they propose an innovative methodology that will enable supply and demand. The processing of this information at a later stage through a computer system enables us to identify matches that can then form the basis of future partnership agreements between universities and firms.

Innovation Efficiency and Open Innovation

To analyze the efficiency, the authors choose a DEA (Data Envelopment Analysis) approach applied to the principal components of the set of inputs and outputs separately and they introduce a new stage at the end of the process to study the robustness of the efficient branches. This study of the robustness adds the fact of not applying DEA to the original inputs and outputs, but to the principal components of these two sets separately.

Organisational Culture and Its Effects on Innovation within ERP Systems

Innovation, on the other hand, continues to play its traditionally important role in sustaining competitiveness. Although ERP systems are sometimes perceived as constraining and inflexible, to the extent that ERP systems may even seem incommensurate with the notion of innovation; this is not the case in real life. It is argued that innovation capabilities can actually be improved by ERP systems and vice versa, because of improved transparency and better information flow. Innovation may occur either from within an organisation or externally. ERP implementations have traditionally used a form of open innovation in their use of both ERP vendor and implementation partners. In this chapter the authors discuss the links between ERP and innovation and how this combination might help organisations regain that elusive competitive advantage.