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Open Innovation: The New Imperative for Creating and Profiting from Technology

Global competition, new production techniques, and rapid technological change have placed a premium on creativity and innovation. Although many variables influence creativity and innovation in organizational settings, there is reason to suspect that leaders and their behavior represent a particularly powerful influence. In the present article, we review the available literature examining leadership behaviors contributing to creativity and innovation in organizational settings. Based on the findings obtained in these studies, we argue that the leadership of creative people requires expertise. Moreover, the successful leader must employ a number of direct and indirect influence tactics—tactics consistent with the needs of creative people working in an organizational environment. The implications of these observations for theory and practice are discussed.

Leading creative people: Orchestrating expertise and relationships

https://epublications.marquette.edu/cgi/viewcontent.cgi?article=1270&context=mgmt_fac

Qualitative case studies in operations management: Trends, research outcomes, and future research implications

Open Innovation is a phenomenon that has become increasingly important for both practice and theory over the last few years. The reasons are to be found in shorter innovation cycles, industrial research and development's escalating costs as well as in the dearth of resources. Subsequently, the open source phenomenon has attracted innovation researchers and practitioners. The recent era of open innovation started when practitioners realised that companies that wished to commercialise both their own ideas as well as other firms' innovation should seek new ways to bring their in-house ideas to market. They need to deploy pathways outside their current businesses and should realise that the locus where knowledge is created does not necessarily always equal the locus of innovation - they need not both be found within the company. Experience has furthermore shown that neither the locus of innovation nor exploitation need lie within companies' own boundaries. However, emulation of the open innovation approach transforms a company's solid boundaries into a semi-permeable membrane that enables innovation to move more easily between the external environment and the company's internal innovation process. How far the open innovation approach is implemented in practice and whether there are identifiable patterns were the questions we investigated with our empirical study.
Based on our empirical database of 124 companies, we identified three core open innovation processes: (1) The outside-in process: Enriching a company's own knowledge base through the integration of suppliers, customers, and external knowledge sourcing can increase a company's innovativeness. (2) The inside-out process: The external exploitation of ideas in different markets, selling IP and multiplying technology by channelling ideas to the external environment. (3) The coupled process: Linking outside-in and inside-out by working in alliances with complementary companies during which give and take are crucial for success. Consequent thinking along the whole value chain and new business models enable this core process.

/pdf/towards-a-theory-of-open-innovation-three-core-process-53otr9sspa.pdf

Towards a Theory of Open Innovation: Three Core Process Archetypes

Starting from the several conceptual and empirical studies about open innovation modes, this paper attempts to integrate them by suggesting a framework which reveals four basic ways to collaborate....

Different modes of open innovation: a theoretical framework and an empirical study

The following sections are included:IntroductionThe Theoretical FrameworkThe Empirical StudyOpen innovatorsSpecialised collaboratorsIntegrated collaboratorsClosed innovatorsConclusionsReferences

Different Modes of Open Innovation: A Theoretical Framework and an Empirical Study

Researchers and practitioners have recently paid great attention to technological partnering. In this paper, the problem of choosing which organizational form the technological collaboration should take is carefully examined. The aim is to support the decision-maker who, once it has been decided that a certain technology is to be acquired externally, has to identify the most appropriate mode for such an acquisition. This is not an easy task and is critical to the success of the collaboration. A framework is suggested to assist the decision-maker, based upon the preliminary results of a qualitative empirical study. It is then applied to two case studies. The framework is articulated into three logical steps. First, the characteristics of different organizational forms of collaboration are analysed in terms of integration and formalization. Second, the company's requirements from a specific collaboration are defined in similar terms within the context of objective, content, partner typology. Third, the characteristics of the organizational form are matched with the company's specific requirements so as to identify the most appropriate organizational form for the collaboration.

Organizing for technological collaborations: a managerial perspective

It is now widely acknowledged that environmental issues will increasingly affect the performance of firms in western countries, both in the short and in the long run. Environmental issues can act on revenues and on costs. They can influence revenues when a firm follows a ‘green strategy’, i.e. it enhances the characteristics of environmental compatibility of its products or it promotes a credible image of a ‘green company’, that employs only clean technologies. They can influence costs as, on the one hand, more limiting environmental standards can result in higher manufacturing and non manufacturing costs and, on the other hand, programmes focused on improving environmental performances can result in less spoils and wastes, hence in lower costs.



Hence, environmental performance should be a structured part of the management control system of an industrial firm. Unfortunately, it is not completely clear how accounting information can be structured in order to obtain this result.



This paper is aimed at developing a set of information that can be used for a managerial control focused on the environmental performance of an industrial firm. This paper is organized in three main sections.



Section I describes the conceptual requirements of a management control system based on accounting information for monitoring the environmental performance of an industrial firm (completeness, long term orientation, external orientation, measurability and cost).



Section II analyses different classes of Environmental Performance Indicators (EPI) used in practice. Both accounting measures (prevention costs and investments; operating environmental costs; contingent environmental liabilities) and non financial measures (physical indicators; compliance) are considered.



Section III suggests an integrated approach to the design of a management control system focused on environmental issues, where different classes of indicators are used jointly. More specifically, two integrated systems, one mostly based on physical measures and aimed at external communication, the other focused on accounting measures and supporting managerial decision making, are suggested.

Measuring strategic environmental performance

Environmental performance indicators are becoming increasingly important at the company level. This is due, in part, to stakeholders demanding environmental improvements and proof that these have been made. The need for an integrated framework for environmental performance indicators is considered; the indicators fall into four categories: the state of the environment; corporate environmental policy; environmental management systems; and the products and processes of the company as evaluated by an ecobalance improvement. The state of the environment evaluates the company's relative contribution to the national and European environmental impact and hence the companies' own impact compared with the reference document Europe's Environment: Statistical Compendium for the Dobris Assessment. Corporate environmental policy is the basis of the framework and 21 key aims are suggested to ensure that comprehensive statements are produced and that all significant environmental initiatives undertaken by the company receive recognition. The environmental management system indicators are divided into qualitative and quantitative economic indicators and quantitative non-economic indicators to evaluate environmental performance. The ecobalance tool is used to evaluate the environmental performance of the company's products and processes.

Raffaella Manzini

Papers

Different modes of open innovation: a theoretical framework and an empirical study

Different Modes of Open Innovation: A Theoretical Framework and an Empirical Study

Organizing for technological collaborations: a managerial perspective

Measuring strategic environmental performance

Defining environmental performance indicators: an integrated framework