Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. Schoop Managing External Knowledge in Open Innovation Processes – A Systematic Review of Literature Dresden University of Technology, Dresden, Germany KRC – Knowledge Research Center e.V. Paul Kruse ([email protected]) Peter Geißler ([email protected])
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Managing External Knowledge in Open Innovation Processes – A Systematic Review of Literature
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Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. Schoop
Managing External Knowledge in Open Innovation Processes – A Systematic Review of Literature
Dresden University of Technology, Dresden, GermanyKRC – Knowledge Research Center e.V.
Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. Schoop
Results – RQ1
Sources of external knowledge 2/2
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External Knowledge in Open Innovation | ECKM 2012 | Paul Kruse
Category Sub category Examplebusiness partners
supplier suppliers of machinery/material, IT-/suppliers, vendors
innovators innovation partners, intermediarycompanies within value chain
technology intermediary, specialized SMEs, service providers, research firms
other companies consultancies, non-customers, non-suppliers, start-ups, venture capitalists
employees scientific researcher, alumni, PhD studentsbusiness external specialists, employees of other
companies, personnel exchange, knowledge brokers
media patents/licences patents, license agreements, patent databases
standards/regulations
security standards, technical standards, health regulations
mass media Internet, magazines, journals, TV, databases, scientific publications, seach engines
events fairs, trade shows, conferences, idea competitions, workshops, trainings
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Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. Schoop
Process of innovation
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Generation and Mobilization
Advocacy and Screening
Commercialization
Experimentation
Diffusion and Implementation
(DeSouza et al., 2005)
Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. Schoop
Results – RQ2
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External Knowledge in Open Innovation | ECKM 2012 | Paul Kruse
Category ExampleGeneration & Mobilization
Compensate low R&D resourcesIncrease number of ideas and degree of noveltySkimming of spillover from external knowledge bearersIncrease innovativenessGenerate new knowledge
Advocacy & Screening
Facilitate radical innovationSupport technological innovationAllow selection of complex innovation
Experi-mentation
Shorten time to developIncrease/Improve innovation qualityEnable new combinations (e.g., of EK and technology)
Commercia-lization
Decrease risk and insecurityIncrease mutual benefit in collaborative agreementsIncrease probability of successful realizationIncrease Return on R&D InvestmentShorten time to market
Category ExampleDiffusion &Implemen-tation
Deregulate loss/outlet of knowledgeIncrease number of new productsIncrease number of new processesIncrease number of patentsAvoid redundanciesEnhance organizational knowledge baseIncorporate new abilities/capabilitiesEnhance existing skills
Cross-process
Depend on previous knowledge/R&DComplement internal knowledge/R&DIntegration develops into core competency Increase competitivenessIncrease flexibility and visibilityIncrease financial savingsShorten innovation processFacilitate acquisition/transfer of EKDecentralize innovation processes Reduce complexity of internal R&DImprove internal R&D
Positive influences through external knowledge
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Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. Schoop
Results – RQ2
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Negative influences through external knowledge
Category ExampleGeneration & Mobilization
Cannot guarantee uniqueness of EKIncreases dependency on external knowledge bearersCannot automatically increase innovativeness
Advocacy & Screening
Cause nonobservance of opportunities Leads to miss of chances
Experi-mentation
none
Commercia-lization
Increase risk and insecurityCannot automatically increase business valueCause IPR problemsIncrease cost for search, acquisition, integration of EKCannot exclusively belong to organization
Diffusion &Implemen-tation
Cause conflict between sharing and protectionImpede exchange by over-protectionPollute internal body of knowledge
Category ExampleCross-process
Cannot replace internal R&DCannot secure correctness of EKCause internal knowledge to seep outRequire cultural changesRequire organizational changesLead to immoderate opennessCannot complement internal R&DCause lock-in effectReduces internal R&DCause “over-search” by exorbitant number of sourcesIncrease complexity if sources are widespreadEquals internal body of knowledgeDiffers from internal body of knowledgeIncrease complexity of relationships Slowed down by low number of sourcesCause InertiaNot-invented-here syndrome / buy-inRelate-out / all-stored-hereOnly-used here / sell-out
Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. Schoop
Conclusion
1. What kind of external knowledge influences the process of innovation in an Open Innovation context?
2. What impact has external knowledge on corporate innovativeness?
3. What challenges can be derived from 1 and 2?
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Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. Schoop
Conclusion
Application Better understanding of external knowledge and its role
for innovation Facilitate selection of proper source/type of knowledge Basis for further recommendations (in progress...) ...
Further research Mapping of possible integration concepts and categories Performance measurement of knowledge transfer in OI Legal gray area (?)
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Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. Schoop
Thank you for your attention.
Questions?
Discussion
Paul Kruse
Chair of Business and Information Systems, esp. Information Management
Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. Schoop
References
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External Knowledge in Open Innovation | ECKM 2012 | Paul Kruse
Allen, R. C. (1983). Collective invention. Journal of Economic Behavior & Organization, 4(1), 1–24. Elsevier.Argote, L., Ingram, P., Levine, J. M., & Moreland, R. L. (2000). Knowledge Transfer in Organizations: Learning from the Experience of Others. Organizational Behavior and Human Decision Processes, 82(1), 1-8. Barge-Gil, A. (2010). Cooperation-based innovators and peripheral cooperators: An empirical analysis of their characteristics and behavior. Technovation, 30(3), 195-206.Belkahla, W., & Triki, A. (2011). Customer knowledge enabled innovation capability: proposing a measurement scale. Journal of Knowledge Management, 15(4), 648-674.Bercovitz, J. E. L., & Feldman, M. P. (2007). Fishing upstream: Firm innovation strategy and university research alliances. Research Policy, 36(7), 930-948.Bergman, J., Jantunen, A., & Saksa, J.-M. (2009). Enabling Open Innovation Process Through Interactive Methods: Scenarios and Group Decision Support Systems. International Journal of Innovation Management, 13(01), 139-156.Bogers, M. (2011). The open innovation paradox: knowledge sharing and protection in R&D collaborations. European Journal of Innovation Management, 14(1), 93-117.Cassiman, B., Di Guardo, M. C., & Valentini, G. (2009). Organising R&D Projects to Profit From Innovation: Insights From Co-opetition. Long Range Planning, 42(2), 216-233. Elsevier Ltd.Cepeda-Carrion, G., Cegarra-Navarro, J. G., & Jimenez-Jimenez, D. (2010). The Effect of Absorptive Capacity on Innovativeness: Context and Information Systems Capability as Catalysts. British Journal of Management, no-no.Chen, J., Chen, Y., & Vanhaverbeke, W. (2011). The influence of scope, depth, and orientation of external technology sources on the innovative performance of Chinese firms. Technovation, 31(8), 362-373. Elsevier.Chesbrough, H.W. (2003). Open Innovation: The new imperative for creating and profiting from technology. Boston: Harvard Business School Press, p. xxivChesbrough, H. W. (2006). Open innovation: the new imperative for creating and profiting from technology (p. 227). Boston: Harvard Business Press.Chesbrough, H. W., & Crowther, A. K. (2006). Beyond high tech: early adopters of open innovation in other industries. R&D Management, 36(3), 229-236.Dahlander, L., & Magnusson, M. (2008). How do Firms Make Use of Open Source Communities? Long Range Planning, 41(6), 629-649. Elsevier Ltd.de Faria, P., Lima, F., & Santos, R. (2010). Cooperation in innovation activities: The importance of partners. Research Policy, 39(8), 1082-1092. Elsevier B.V.Disselkamp, M. (2005). Innovationsmanagement: Instrumente und Methoden zur Umsetzung im Unternehmen (p. 204). Wiesbaden: Gabler Verlag.Enkel, E., Kausch, C., & Gassmann, O. (2005). Managing the risk of customer integration. European Management Journal, 23(2), 203–213. Elsevier. Enkel, E., Perez-Freije, J., & Gassmann, O. (2005). Minimizing Market Risks Through Customer Integration in New Product Development: Learning from Bad Practice. Creativity and Innovation Management, 14(4), 425-437.
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Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. Schoop
References
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