Showing papers on "Open innovation published in 2005"

Democratizing innovation: The evolving phenomenon of user innovation

Abstract: Almost 30 years ago, researchers began a systematic study of innovation by end users and user firms. At that time, the phenomenon was generally regarded as a minor oddity. Today, it is clear that user-centered innovation is a very powerful and general phenomenon. It is rapidly growing due to continuing advances in computing and communication technologies. It is becoming both an important rival to and an important feedstock for manufacturer-centered innovation in many fields. In this article, I provide an overview of what the international research community now understands about user-centered innovation.

Towards alternative model(s) of local innovation

Abstract: This paper introduces a Special Topic on social innovation in the governance of urban communities. It also seeks to widen the debate on the meaning of social innovation both in social science theory and as a tool for empirical research on socioeconomic development and governance at the local level. This debate is organised around ALMOLIN-i.e. alternative models for local innovation as utilised in the SINGOCOM (social innovation in governance in (local) communities) research. The first section explains the role of social innovation in neighbourhood development and how it is best addressed from theoretical, historical and experience-oriented viewpoints. The second section provides a survey of the definitions of social innovation in a variety of social science fields, while the third section mobilises various strands of literature that will be of use for the analytical refinement of ALMOLIN. Section four illustrates how ALMOLIN is used as an analytical tool for empirical research. The final section shows som...

Making Innovation Work: How to Manage It, Measure It, and Profit from It

Abstract: Making Innovation Work presents a formal innovation process proven to work at HP, Microsoft and Toyota, to help ordinary managers drive top and bottom line growth from innovation. The authors have drawn on their unsurpassed innovation consulting experience -- as well as the most thorough review of innovation research ever performed. They'll showi? what works, what doesn't, and how to usei? management tools to dramatically increase the payoff fromi? innovation investments.i? Learn how to define the right strategy effective innovation; how to structurei? an organization to innovate best; how to implement management systems to assess ongoing innovation; how to incentivize teams to deliver, and much more. This book offers the first authoritative guide to using metrics at every step of the innovation process -- from idea creation and selection through prototyping and commercialization.

Open Innovation in Practice

Abstract: OVERVIEW:By combining internal and external competencies and knowledge, both in R&D and marketing, the multinational life sciences and performance materials company DSM is opening up its innovation process. DSM recognizes that successful, profitable innovation depends upon teamwork and an entrepreneurial culture. The presence of a business group dedicated to business development and venturing testifies to the increased importance of speeding up innovation at DSM, using both internal and external leads at all stages of new business development. During this process, different management styles are required, ranging from a scientific approach in the early stages, to an entrepreneurial attitude in the early phase of commercialization, to a more risk-adverse mindset once the business has matured. As DSM understands it, innovation is a culture, not a process.

Clusters, networks, and innovation

Abstract: Introduction: Clusters, Networks, and Innovation: Research Results and New Directions PART I: NEW PERSPECTIVES ON CLUSTERS AND NETWORKS 1. Network Models of Innovation and Knowledge Diffusion 2. On Sectoral Specificities in the Geography of Corporate Location 3. Regional Knowledge Capabilities and Open Innovation: Regional Innovation Systems and Cluster in the Asymmetric Knowledge Economy PART II: EMERGENCE OF CLUSTERS AND ENTREPRENEURSHIP 4. 'Old Economy' Inputs for 'New Economy' Outcomes: Cluster Formation in the New Silicon Valleys 5. The Entrepreneurial Event Revisited: Firm Formation in a Regional Context 6. The Firms that Feed Industrial Districts: A Return to the Italian Source 7. Employee Startups in High-Tech Industries PART III: INSTITUTIONS, LOCAL COMMUNITIES, NATIONAL AND INTERNATIONAL NETWORKS 8. The Silicon Vally-Hsinchu Connection: Technical Communities and Industrial Upgrading 9. The Institutional Embeddedness of High-Tech Regions: Relational Foundations of the Boston Biotechnology Community 10. Social Networks and the Persistence of Clusters: Evidence from the Computer Workstation Industry PART IV: LOCALIZATION OF KNOWLEDGE SPILLOVERS 11. Buzz: Face-to-face Contact and the Urban Economy 12. The Geography of Knowledge Spillovers: Conceptual Issues and Measurement Problems 13. Comparative Localizattion of Academic and Industrial Spillovers PART V: PUBLIC POLICIES TOWARDS CLUSTERS 14. Towards a Knowledge-Based Theory of the Geographical Cluster 15. Deconstructing Clusters: Chaotic Concept or Policy Panacea

Think, Play, Do: Technology, Innovation, and Organization

Abstract: 1. Innovation Technology 2. Understanding Innovation 3. Using Innovation Technology: Procter & Gamble and Arup 4. 'Think' 5. 'Play' 6. 'Do' 7. The Strategic Management of Innovation 8. A New Innovation Process Appendix: Research Method

Organizing Pharmaceutical Innovation: From Science-based Knowledge Creators to Drug-oriented Knowledge Brokers

Abstract: The pharmaceutical industry is exposed to severe conditions: while a typical RD (2) RD and (3) open innovation modes.

Organizing Pharmaceutical Innovation: From Science‐based Knowledge Creators to Drug‐oriented Knowledge Brokers

Abstract: The pharmaceutical industry is exposed to severe conditions: while a typical RD (2) RD and (3) open innovation modes.

Assessing Your Organization's Potential for Value Innovation

Abstract: Organizations must be innovative all across the value chain, not just in R&D, in order to succeed in today's rapidly changing economic environment. Over the past two years, an Industrial Research I...

Penguins, Camels, and Other Birds of a Feather: Brokerage, Boundary Spanning, and Leadership in Open Innovation Communities

Abstract: What types of human and social capital identify the emergence of leaders of open innovation communities? Consistent with the norms of an engineering culture, we find that future leaders must first make strong technical contributions. Beyond technical contributions, they must then integrate their voluntary communities in order to avoid the ever present danger of forking and balkanization. This is enabled by two correlated but distinct social positions: brokerage, and boundary spanning between technological modules. An inherent lack of trust associated with brokerage positions can be overcome through physical interaction or contributions within technological boundaries. Successful leaders are thus the product of strong technical contribution and a structural position that can bind the community together.

The Changing Nature of Innovation

Abstract: OVERVIEW:Innovation goes beyond mere invention to mean the creative application of technologies, processes or ideas to some useful purpose. Innovation is becoming a highly valued commodity, viewed as key to competitiveness and economic growth. As a result, pressure is increasing to identify areas that present the greatest opportunity for innovation and to develop models to accelerate the pace of innovation. The emergence of the Internet and open standards is spawning those new models, allowing for the integration of businesses and business processes from an ecosystem of outside suppliers. This mirrors the effect that standardization and interchangeability of parts had on traditional manufacturing companies as they evolved to integrators of others' technologies. This is a natural evolution, but often a challenging environment for R&D. It requires a higher degree of collaboration and a willingness to abandon the “not invented here” mentality to ensure continued relevance of R&D organizations.

Regulatory innovation: a comparative analysis

Abstract: Preface 1 What is Regulatory Innovation? 2 Tomorrow's Worlds: Frameworks for Understanding Regulatory Innovation 3 Reluctant Innovators: Regulating Conflict of Interest within Washington and Westminster 4 Back to the Future? Regulatory Innovation and the Railways in Britain and Germany 5 Sale of the Century: 3G Mobile Licensing in Europe 6 Between the Old and the New: Innovation in the Regulation of Internet Gambling 7 Pavlovian Innovation, Pet Solutions and Economizing on Rationality? Politicians and Dangerous Dogs 8 The Development of Risk-Based Regulation in Financial Services: Just 'Modelling Through'? 9 Conclusions Bibliography Index

Innovation and institutions : a multidisciplinary review of the study of innovation systems

Abstract: Part I: Introduction 1. Introduction 2. Problems of Measuring Innovative Performance 3. National Innovation Systems Part II: Inside the Black Box: Organizations 4. Organizations and Innovation: Contributions from Organizational Sociology and Administrative Science 5. Innovation, Organizational Learning and Institutional Economics 6. Innovation Strategies of Firms, Interactive Learning, Networks, and the Spatial Dimension Part III: The Broader Environment: Institutions 7. Varieties of Capitalism: Comparative Institutional Approaches to Economic Organization and Innovation 8. Business Systems, Firm Types, and Patterns of Innovation 9. A Protypical Institution: Law, Regulation, and Innovation Part IV: Conclusion 10. Conclusion: Some Suggestions for Further Research.

The Management of Innovation and Technology: The Shaping of Technology and Institutions of the Market Economy

Abstract: Technological Innovation Invention, Science, R&D and Concepts of Use and Market Patterns in Technological Development and the Creation of Technological Standards Competition and Innovation as Substitution Threat Intellectual Property Law and Innovation Finance - Techniques, Institutions and Innovation Innovation and the Organisation of Technical Expertise and Work The State and the Management of Technology

Interview with Henry Chesbrough: innovating innovation

Abstract: Purpose – Ask an expert to describe an innovation system that enables companies to successfully advance valuable technologies that fit their current business model – and those that do not fit it.Design/methodology/approach – Strategy & Leadership interviewed Henry Chesbrough author of Open Innovation: The New Imperative for Creating and Profiting from Technology (Harvard Business School Press, 2003). His book is based on numerous research projects he conducted.Findings – He developed an open innovation model based on the observation that great inventions can come from both inside and outside the company and should then be commercialized both using the current business model and with alternative business models.Research limitations/implications – Case studies are needed. Tools are needed for bringing the customer into the open innovation process.Practical implications – Corporate leaders should review and consider the open innovation model as one approach in their search for new growth businesses.Original/...

Designing the Boundaries of the Firm: From 'Make, Buy or Ally' to the Dynamic Benefits of Vertical Architecture

Abstract: The concept of vertical architecture defines the scope of a firm and the extent to which it is open to final and intermediate markets. A firm can make or buy inputs, and transfer outputs downstream or sell them. Permeable vertical architectures are partly integrated and partly open to the markets along a firm's value chain. Increased permeability enables more effective use of resources and capacities, better matching of capabilities with market needs and benchmarking to improve efficiency. Partial integration promotes a more dynamic, open innovation platform and enhances strategic capabilities by linking key parts of the value chain. This permeable vertical architecture, accompanied by appropriate transfer prices and incentive design, facilitates resource allocation and guides a firm's growth process. Our longitudinal study of a major European manufacturer suggests that to understand how firm boundaries are set and what are their impacts, we need to complement the micro-analytic focus on transactions with a systemic analysis at the level of the firm. It also shows how, over and above transactional alignment, decisions about boundaries can transform a firm's strategic and productive capabilities and prospects.

Innovation and action research

Abstract: In the Western economies there is a growing focus on innovation as the key to economic growth. In spite of its orientation towards transcending the given, and creating something new, action research has so far played a limited role as a resource in innovation. Departing from practice-driven innovation and the need for collaboration between many actors, a key role for action research as promoter of joint inquiries in dialogical form and associated action is described and discussed, drawing on experiences from action research programmes in Scandinavia. The core challenge for action research is not only to promote certain forms of collaborative inquiry and action, but to reach a level of scale, or mass, that makes innovation possible. Keywords: Action research, innovation, dialogue, social constructivism Introduction As more and more mass production is moved out of the Western economies, these economies need to create products and services with a complexity and knowledge content that cannot easily be copied. This has brought the issue of innovation to the forefront, as the probably most important challenge these economies are facing. While innovation in the nineteenth century was largely done by practical people facing practical problems, the post World War II period came to see science as the most important driver in innovation processes. Science is supposed to perform the basic leaps forwards in knowledge; innovation is a question of applying, exploring or exploiting these leaps. This view on innovation as a "linear" process starting with science and ending with commercially relevant products and services has been questioned; in fact there are probably few issues that have been subject to more discussion in recent years. Since all actors, when they are facing the challenge of laying the ground for innovation, are looking for guidelines to the future, rather than interpretations of the past, one should expect action research to play an important role in these discussions. This form of research is, after all, a form that aims at structuring the actions of today so that they lead to certain outcomes in the future. In actual practice, the discourse on innovation contains few contributions from action research, and even fewer that gain recognition in the discourse. There are many explanations for this: one is that to introduce action research as relevant to a specific discourse is not only a question of arguing the positive benefits of this kind of research in the abstract. There is a need to specify, in concrete terms, how this kind of research actually can contribute. The purpose of this article is to describe and discuss one line of reasoning of relevance in this context, with associated examples. Practice driven innovation When Ingvar Kamprad founded IKEA, the basic idea was to bring together two facts: (a) people do things in their homes (b) people have furniture in their homes. This idea emerged in a context as far removed from science as it was possible to come, at least in Sweden. The Smaland region has the lowest average level of formal education in the country, no institutions of higher learning and very little orientation towards formalised knowledge. It was, and still is, however, the most highly industrialised region, with more than 40 % of the workforce employed in industry. Among the industries, furniture is a major one. In the beginning it was the ability of this local industry to participate in the project that made the realisation of the idea possible. When this author had occasion to visit the region of Veneto in Northern Italy, as part of a delegation of representatives from the labour market parties in Norway, one of the cases to be presented was the Geox shoe company, perhaps the largest success in this field in recent years. The founder told how he, as a wine salesman with much walking to do, had started to wonder if it would be possible to make a shoe that could breathe through the sole. …

Ambient intelligence drives open innovation

Abstract: Future interaction environments will only develop through joint efforts between academia, research and funding bodies. In this Connections column, Emile Aarts discusses some strategic anchors of Ambient Intelligence as instances of upcoming developments.---Manfred Tscheligi

Bringing the College Inside

Abstract: While other companies have a hard time reaching out to universities, leading university reach into Porsche to make substantial contributions to Porsche's innovation leadership. This is why and how Porsche manages to leverage university research in this unique way.

US offshore outsourcing of R&D: Accommodating firm and national competitiveness perspectives

Abstract: In the United States (US), the policy debate surrounding offshore outsourcing of 'white collar' service jobs, many of them high-paying, professional and technical positions, has recently focused on an area having potentially serious consequences for America's long-term national competitiveness: the business strategy of offshoring firm research and development (R&D) activities of critically important industries, such as information technology (IT) and pharmaceuticals. The author argues that, from a business perspective, an effective R&D offshore outsourcing strategy embraces an 'Open Innovation' approach, which emphasizes a careful balance between retaining core internal R&D capabilities while leveraging formal, collaborative technology relationships that enhance new product development and protect the corresponding intellectual property. US public policy complements this private sector strategy by establishing a foundation for improving the technological capabilities of the citizenry, restricting technology-sensitive areas from offshore outsourcing due to national security imperatives, and providing tax incentives for domestic R&D investment (and eliminating public financial incentives) for offshore outsourcing.

Innovation cluster as the national competitiveness tool in the innovation driven economy

Abstract: From the technology development perspective, the emergence of the innovation service industry and the so-called 'technology-holding' companies are expected in an innovation driven economy. These are the key ingredients of the innovation cluster and could be considered as the core element of a national innovation system. This paper takes a conceptual approach to the way innovation clusters are generated and presents a modified fifth generation thinking of the innovation process to explain what it is. An analytical method has been developed to investigate the technology insights and propose the 'appropriate' technology strategy. Finally, a Hsin Chu Model is presented to demonstrate how such an innovation cluster is formed under the impact of nanotechnology wave.

Open Innovation Forschung Forschungsfragen und erste Erkenntnisse

Abstract: In Zeiten steigenden Wettbewerbsdrucks durch hoheren Innovationsdruck bei gleichzeitig sinkenden F&E Budgets sind Unternehmen gezwungen ihren Innovationsprozess zu offnen, um durch Einbeziehung der Aussenwelt gezielt ihr Innovationspotential zu erhohen. Diese strategische Einbeziehung wird als Open Innovation Ansatz bezeichnet. Durch erste Studien konnten bereits drei Kernprozesse des Open Innovation Ansatzes identifiziert werden: der Outside-in Prozess, der Inside-out Prozess und der Coupled Prozess. Ein Forschungsmodell zum Open Innovation Phanomen muss jedoch ausser den Kernprozessen auch Variablen wie die Industrie, Unternehmensgrosse und Fahigkeiten des Unternehmens berucksichtigen, um Ruckschlusse auf den Innovationserfolg zu ermoglichen. Abstract In times of increased competition due to increased pressure to innovate and decreasing R&D budgets, companies are forced to open their innovation process in order to increase their innovation potential by establishing a closer link to the outside world. This strategic integration of the outside environment is called the open innovation approach. The first studies have revealed three core process archetypes of open innovation: the outside-in process, the inside-out process and the coupled process. The open innovation research model includes - besides the core process archetypes - variables like industry determinants, company size and capabilities in order to link the innovation process's openness to successful innovation output.

Innovation and Institutions: Rethinking the Economics of U.S. Science and Technology Policy

Abstract: The U.S. promotes and produces innovation through a wide range of interdependent institutions, ranging from the grant of an intellectual property right to the direct funding of research. The justification for using multiple instruments is intuitively rather simple: no single institution would efficiently supply all classes of innovations. Why this intuitively simple explanation holds true in theory and practice is a much more difficult question. The answer depends in part on what type of "good" innovation is and in part on how amenable certain types of innovation are to certain forms of institutional provision. To put it more concretely, (1) innovation is a public good that acts as an input for producing a wide range of dependent goods, private to public, including more innovation; (2) various forms of innovation market failure arise, often depending on the type of dependent good that the innovation is expected to produce; and (3) certain institutions are better suited for correcting certain forms of innovation market failure. A comprehensive understanding of each of these aspects of innovation allows one to address the theoretical yet practical policy questions of what the appropriate "mix" of institutions is (or might look like) and whether the current system is doing well at providing the efficient amount of innovation. This paper integrates the dynamic nature of the innovative process with classic economic theory of public goods and investment decision making. The focus is generally on the ex ante considerations that precede public or private investment in research. Innovations are classified in terms of their expected uses. The underlying purpose of this paper is to formulate a framework for evaluating science and technology policy and for determining what form of government institution is best targeted for particular classes of innovation. Parts I (A Model of Innovation), II (The Market for Innovation), and III (Institutional Innovation) develop an analytical framework for innovation policy. There are three foundational themes explored: (1) the nature of innovation itself, (2) the innovation market, and (3) institutions. Innovation and the innovation market must be clearly understood for an assessment of institutions to proceed, and the institutions themselves must be well understood for any comparison to be meaningful. To ground the theoretical analysis in an existing legal regime, Part IV analyzes the Mixed Incentive System for Publicly Funded Researchers created by the Bayh-Dole Act, in which intellectual property rights and government support are jointly used to promote, produce, and commercialize federally funded research results.

Innovation that Fits: Moving Beyond the Fads to Choose the RIGHT Innovation Strategy for Your Business

Abstract: Acknowledgments. About the Authors. 1. Making Sense of Innovation Fads and Fashions. Innovation Excitement, Then Disillusionment Reconsidering Innovations in Innovation Bringing Silicon Valley Inside Spinnovation Virtual Reality: Patenting, IP, and "Asset-Lite" Shared Creation If You Can't Build It, Buy It Mixed Results: What Exactly Is It? The Allure of Innovations in Innovation Background and Overview 2. Corporate Venturing: Best of Both Worlds or Venturing Too Far? Breaking the Old Molds The Disappointing Record of Corporate Ventures The Consummate Corporate Venture Capitalist Core Problems with Corporate Venturing Can You Be Too Free? Diverging Approaches Toward Cars of the Future An Established Operating Company Is Not a VC Portfolio More Mature CVC Approaches The Need for Core Venturing 3. The Virtual Asset-Lite Model: Intellectual Property Licensing. The Old Economy: Real Companies, Real Products Intellectual Property Rules IBM = IPM (Intellectual Property Management) The "Knowing" and "Doing" Connection The Secret of Life (Patent Pending) Itself If You're So Smart, Why Aren't You Rich? Limitations of the IP-Centric Model Size Matters: Scaling Intellectual Property IP as a Beginning, Not the End Turning Licensing Inside-Out The Ins and Outs of In-Licensing The Ambiguity of Intangibles In-Licensing: Hollowing Out the Core? Bottom Line: How Real Is the IP Revolution? The Future of Innovation as IP Licensing 4. Innovation by Alliance: Reconsidering Innovation Collaboration. The Perils of Partnering Collaborating to Compete Consortium Dysfunctions The Attraction of Open Innovation Collaboration The Elusive Symbiosis of Innovation Alliances Joint Venturing Lessons Learned Toward More Focused Innovation Alliances Pursuing Direct, Active, Engaged Partnerships Avoiding Joint Problems 5. R&D by M&A: Innovation by Acquisition. Why the Acquisition Boom? Cisco the Serial Acquirer Changing R&D Paradigms Need for Speed, Technology, and Talent The Deal-Making Denouement Hangover from an R&D M&A Binge Talented Competition: Palm Versus Handspring Buying Innovation Still Can Be a Good Deal A Durable Part of a Core Innovation Strategy Limits of Innovation by Acquisition 6. Spinnovation: Liberating Value or Spinning Out of Control? Liberating Innovation? Spinning Out of Control Spin.com: How Not to Spin The Umbilical-Cord Spinout Navigating a Spinout Employing Spin Control A Tale of Online Travel Agents The Right Spin 7. Conclusion: Toward a New Model for Innovation. Core Complexity Transforming the Core: Internalizing Radical Innovation Fueling Core Innovation from Inside and Outside Importance of Portfolio and Process Endnotes. Index.

Does innovation really matter? a meta-analysis on the relationship between innovation and business performance

Abstract: This presentation discusses if innovation really matters. It was presented at the Babson Kauffman Entrepreneurship Research Conference in 2005.