Inbound open innovation in SMEs: indicators,non-financial outcomes and entry-timing

This study contributes to the literature on inbound open innovation in three ways. Firstly, it verifies the suitability of three groups of innovation activities (external information sources, cooperation and acquisition of machinery, knowledge or R&D) as indicators of open innovation, by modelling their relationship with the openness of the development of new products. Secondly, it relates these activities to three non-financial product-oriented outcomes of small and medium enterprises (SMEs): quality, product range and market share. When significant, the signs of the relationships are always positive. Thirdly, it is the first to link two streams of the literature on innovation within SMEs: open innovation and entry-timing. We distinguish between pioneers (the first to introduce innovations onto the market) and followers and find that most open innovation activities relate to the pioneering behaviour. This should be taken into consideration when designing public policies supporting innovation. Data include Spanish innovative SMEs from the Community Innovation Survey.     

Business model schema: business model innovation tool based on direct causal mechanisms of profit

ABSTRACT

Defining business model as the logic/mode/way/framework to seek profit/money and glancing at the evolution of concept business, this paper develops a business model schema (BMS) as a holistic two-dimensions multi-level tool/method for business model innovation (BMI) based on the direct causal mechanisms of profit (DCMP). First, this paper takes DCMP as the logical/theoretical framework by which business model innovation process is identified and specified. And according to that process, it develops a BMS, illustrates an example of BMS to show up its practical usefulness, compares the similarities and differences between BMS and the existing powerful one business model canvas (BMC), and finally asserts that BMS must be a good and useful method in theory and practice because it stands on DCMP that ensures the genuine causality of profit and also it turns out practically useful, recalling the Kurt Lewin’s maxim (1945), “There is nothing so practical as a good theory.     

Measuring emerging categories of innovation: Modularity and business model

The oft-cited dichotomy between incremental and radical innovations is less important when we have to analyze how a new technology and its social institution coevolve. In this context, besides incremental and radical innovations, C. Freeman added two more categories of technical change: one is change in the technology system and the other is change in the technoeconomic paradigm.However, as the information technology (IT) revolution progresses further, we come to need more categories of innovations. In the computer industry, the concept of “module” is becoming a solution to growing complexity. In the new IT environment, we can be proactive in demand creation. It becomes crucial, therefore, whether the creation of new “business models” has followed technical innovations. In this article, we will try to demonstrate how these different categories of innovations, i.e., modularization and new business model creation, can be measured.     

Linking technology intelligence to open innovation

The explosive growth of the Internet has led to a dramatic increase in data sources for (competitive) technology intelligence. Appropriate implementation and use of IT tools to gather and analyze these data is of key importance for the creation of actionable technology intelligence. A strategy to optimize investments in the identified technologies becomes of paramount importance if an organization wants to match knowledge and ideas originating from outside of the organization with internal core competences. Such a strategy can create competitive advantage by effectively linking technology intelligence to open innovation.We show how VIB, a life sciences research organization, has established technology intelligence processes to identify a multitude of external technologies of interest, which are subsequently “probed” for their potential and fit with VIB using real options reasoning, thereby supporting open innovation. Our methodology may be useful for other organizations which are considering implementing open innovation approaches.     

New functionality development through follower substitution for a leader in open innovation

There has been a paradigm shift to a knowledge-oriented economy in the 21st century. Consequently, there has also been a shift in where innovation typically occurs. This shift has been from the production site toward the process of product diffusion. That is, innovation occurs more frequently at the point at which a product or service is moved into the marketplace where it is immediately modified through customer interaction. In this process, new “functionality” — services, the delivery method or even product changes occur in the diffusion process. Given the need to constantly create new value through new product “functionality” or new “functionality development”, firm strategy must address the issue of how to enhance innovation at this new locus — the diffusion process. Sustainable new functionality development over time has become crucial to a firm's competitiveness. In this context, firms have to develop new functionality as early and quickly as possible; leveraging whatever innovation exists in the marketplace. According to theory, the early emergence of functionality development in this context depends on a dynamic system in which the imitator (follower) is constantly substituting for the innovator (leader). This substitution corresponds to the dynamics observed in the process referred to as “open innovation”. According to this theory, functionality development through follower substitution for a leader would be critical for a firm's competitiveness in the open innovation environment. Furthermore, open innovation could be a process for sustaining the ongoing creation of new value through functionality development maximizing limited resources. This paper attempts to demonstrate this hypothesis through an empirical analysis of this process of substitution in major innovative goods and services in Japan.     

Nonlinear dynamism of innovation and business cycles

The aim of this paper is to describe the nonlinear dynamism of innovation and to clarify the role of innovation for economic development in terms of Kondratiev business cycles, especially the causal relation of the bubble economy and depressions with innovations. Any paradigm of technological innovation develops within a definite time span reaching maturity. This nonlinear nature clarifies many characteristic features of innovation. Schumpeters innovation theory on business cycles is examined through this dynamism. Trunk innovation is defined as that which plays a decisive role in building infrastructures and inducing subsequent innovations. Every innovation has its own technological development period just before the innovation diffusion. The emergence of new markets can be estimated by chasing the ongoing technologies.JEL Classification: E32, L16, O11, O14, O30Paper presented at the 9th Conference of the International J.A. Schumpeter Society, Gainesville, Florida, USA.Previous affiliation was Ryutsu Kagaku University, Faculty of Information Science, Kobe, Japan.     

The co-evolution of business incubation and national innovation systems in Taiwan

Incubation has already proven to be of great value in promoting small and medium enterprise (SME) entrepreneurship activities and technological development in developed and developing countries. Incubation not only provides a diversified and integrated service for entrepreneurial ventures but also contributes upward to regional and national innovation and economic growth. Building upon the logic of co-evolution theory, this paper argues that incubation acts at the meso-level as a critical interface between macro-innovation systems and micro-business ventures. These multi-directional coupling elements in innovation ecology co-evolve to achieve collective interests and excellence, which in turn may stimulate technological development and social change. Important processes/mechanisms, including a policy kit and action, strategic networking, supportive associations, knowledge and intellectual capital management, among others, are discussed. Drawing on the national innovation system (NIS) and business incubation (BI) experience in Taiwan, we discuss the future prospects of incubation and innovation policies, including industrializing and globalizing incubation activities and virtual business incubation.     

Making sense of the sharing economy: a business model innovation perspective

ABSTRACT

The emergence of a sharing revolution is leading to a new societal system of collaboration enabled by digital technologies. Although sharing-based initiatives are re-shaping established organisational practices and innovating traditional business models (BMs), existing research fails in grasping the phenomenon's multiple facets. This study aims at making sense of the Sharing Economy (SE) by shedding light on how startups embed the social trend of sharing and leverage digital technologies to develop innovative BMs. We attempt to solve the current theory-practice misalignment by proposing an original framework, definition, and classification of SE startups. The study presents a cluster analysis on 196 SE startups. We argue that SE startups group into five clusters: (i) pseudo-sharing; (ii) gig economy; (iii) crowd-based economy; (iv) pooling economy; and (v) P2P rental. This study contributes to positioning the SE from both a conceptual and an empirical perspective, interpreting the SE phenomenon from the theoretical lenses of BM Innovation, and classifying it through the unit of analysis of startups, intended as empirical vehicles and manifestation of the phenomenon.     

Business model ambidexterity and technological innovation performance: evidence from China

By applying an ambidexterity perspective to the business model context, this study examines the effects of efficiency and novelty – two conflicting business model design themes – on technological innovation performance and the relationship between these themes as it relates to enhancing technological innovation performance. From an analysis of data on 173 Chinese manufacturing firms, it is found that both efficiency and novelty themes are positively related to technological innovation performance; the combined dimension (CD) of business model ambidexterity (the interaction between efficiency and novelty themes) is positively related to technological innovation performance; and the balance dimension (BD) of business model ambidexterity (the balance between efficiency and novelty themes) positively moderates the relationship between CD and technological innovation performance.     

Benefits and costs of open innovation: the BeCO framework

A vast amount of studies have shown how firms embracing the open innovation paradigm tend to improve their industrial and economic performance. Somewhat surprisingly, in such established background, few studies attempted to understand whether the open innovation benefits compensate its costs. To fill this gap, this article presents a novel theoretical framework composed of twelve propositions describing the main benefits and costs of inbound and outbound open innovation modes. Such theoretical framework was tested on a sample of 96 small and medium manufacturing enterprises. While most of the identified cost and benefit classes are acknowledged by the majority of the interviewed firms, most interviewees affirmed that their firms did not suffer from costs associated with the not-invented-here syndrome and with the potential loss of competitive advantage. The results of the study have implications for both firms and scholars, which are expected to lead to future researches.     

Organisational change in new ventures in Chinese context: the open innovation

This paper uses case study method to examine the acquisition process of information and funding through the implementation of open innovation (OI) in new ventures in Chinese context. We find that in the process of accessing to the marketing or technical information through OI, the most important thing for enterprises is to establish trust and cooperation with familiar partners, and trust is derived from existing social relations. In the process of funding acquisition through OI, the most important thing for enterprises is to strike a balance between gains and losses.     

The application of Operation and Technology Roadmapping to aid Singaporean SMEs identify and select emerging technologies

In order to aid Singaporean SMEs identify and select emerging technologies for business benefit, a modified process of the Cambridge T-Plan methodology has been introduced and applied to a pilot sample of 30 companies in a variety of manufacturing sectors. This fast and simple process takes the company through five key steps to enable them to create their first Operation and Technology Roadmap (OTR). The paper explains the background to the approach and focuses on the initial benefits identified by a survey of the pilot companies.     

Dynamics of CSFs for business innovation: Normal vs. Crisis economic conditions

This research reviews the literature on business innovation, identifies CSFs for business innovation, empirically tests the validity of CSFs as well as examines the impact of CSFs on the success of business innovation, and investigates whether CSFs for business innovation are identical or different in normal and crisis economic conditions. Thorough extensive literature review, eleven CSFs were identified: motivation and rewards, TF team manpower, strategy, methodology, goals and measurement, organizational structure, change management, role of information technology, implementation, leadership, and communication. The respondents rated leadership as the most important CSF, followed by motivation & rewards, change management, TF team manpower, role of information technology, and strategy. In crisis economic conditions, the respondents evaluated leadership as the most important CSF, followed by motivation and rewards, TF team manpower, change management, strategy, and role of information technology. It may be that management approaches business innovation more strategically and methodologically to successfully complete business innovation projects since there are scarce resources and increasing pressure for success in crisis economic conditions. Regression analyses show that CSFs in total have very significant explanatory power in the success of business innovation and reveal that leadership and TF team manpower have the strongest explanatory power.     

Top management team boundary-spanning behaviour,bricolage, and business model innovation

ABSTRACT

Resources are basic element of business model innovation, but most enterprises face serious resource constraints due to their capability limitations. This study focuses on boundary-spanning behaviour of top management team and bricolage, to explore their influence mechanism on business model innovation. A hierarchical regression analysis is carried out on data from China. Responses from 163 enterprises indicate that top management team boundary-spanning behaviour has a significantly positive influence on business model innovation, that bricolage has a significantly positive effect on business model innovation, and that bricolage plays a significant intermediary role between top management team boundary-spanning behaviour and business model innovation. This study enriches theoretical and empirical researches on business model innovation while serving as a valuable reference for business practice.     

Innovation in the medical device sector: an open business model approach for high-tech small firms

Innovation in the medical device industry is progressing rapidly with many technologies heralded as major breakthroughs. The public are often well informed about these matters, which results in a patient pull for innovations that are years from market. HTSFs operating in this environment face huge challenges in terms of realising the latent economic potential from new innovations. Open innovation offers the prospect of lower costs for innovation, faster times to market, and the chance to share risks. By developing open business models medical device companies can capture the multifaceted ideas of scientists, engineers, clinicians and indeed patients; thus allowing beneficial technologies to reach the market more quickly in a way that is evidence focused. This study uses a qualitative approach to investigate the explicit and implicit business models within HTSFs in the health care sector and provides a useful contribution to understand the challenges and identify solutions in this multi-stakeholder environment.     

The impact of exploration and exploitation learning on organisational innovativeness among hospitals: an open innovation view

This study tries to explore the impact of exploration and exploitation learning on organisational innovativeness among health service organisations from an open innovation view. We developed several constructs including realised absorptive capacity (RACAP), breadth and depth of external knowledge acquisition and tried to explore the roles of these constructs in the influence process of organisational learning on organisational innovativeness. The mail survey was used to collect research data from top hospital managers in Taiwan. The overall valid response rate was 44.23%. We applied a structural equation model to test the research hypothesis. Results indicated the breadth and depth of external knowledge acquisition would affect organisational innovativeness through RACAP. Exploration learning had a directly positive influence on RACAP and also had an indirect impact through the mediation of breadth and depth of external knowledge acquisition among health service organisations.     

Failure prevention and management in business incubation: practices towards a scalable business model

How support systems such as a business incubator deal with failure, a common phenomenon in new venture creation, is less understood. Employing a value creation perspective helps us to understand failure, the inability of an entrepreneurial team to build a scalable business model. Based on case studies at nine Swedish business incubators, we develop a dynamic process model towards understanding failure prevention and management in business incubation. We find business incubation practices towards failure prevention and management to be a mix of predictive and non-predictive strategies. These practices could help prevent and mitigate failure at personal, organisational and social levels towards value creation for the startups and their stakeholders and channel the effects of failure towards social benefit.     

开放式创新模式下价值创造与管理

亨利·切萨布鲁夫认为开放式创新是一种商业模式,是一种开放式价值创造系统。但从本质上来讲创新技术本身没有任何价值,只有将其转化为顾客效用,价值才能体现出来。企业则通过价值创造获得收益,构建竞争优势。基于此,文章总结出开放式创新模式下价值创造的新理念,从创新源视角说明开放式价值创造的类型,围绕开放式创新价值商业化,构建了商业运营模型,指出了开放式创新价值商业化的路径。在创新价值收益的获取中, Teece认为互补性资产对获取绩效起决定性作用,围绕价值实现对互补性资产选择、活动管理提出了要求;在强化创新价值专属性的同时要提高互补性创新资产专用性和低流动性,藉此提高谈判实力和位势,获得更多价值收益份额。此研究为开放式创新模式下价值创造与管理提供了理论性框架。     

中小企业开放式创新能力提升途径研究

从知识管理的视角出发,将企业开放式创新能力分解为发明能力、吸收能力、转换能力、连接能力、创新能力和解吸能力,指出通过吸收能力、转换能力和连接能力来带动发明能力、创新能力和解吸能力的提升是中小企业实施开放式创新的有效途径。从企业内部合作、外部网络化、由内而外和由外而内合作三个方面揭示了连接能力所包含的主要内容及提升方法;从管理、组织内部、组织间和先前拥有的知识等方面分析了影响吸收能力的前因及其提升方法;对转换能力提升过程中,如何进行知识的保留、选择和激活进行了研究。     

The relationship between business diversification and productivity: considering the impact of process innovation at different corporate life cycles

This paper investigates the link between a firm's process innovation (PI) and its segment productivity at different life cycles. The results show that business diversification is negatively associated with a firm's productivity, and further reveal that a firm's PI moderates the above relationship. In addition, the corporate life cycle literature builds blocks for this study to explain that the involvement of administrative costs varies across life cycles when diversified firms get mature and bigger. Our empirical evidence indicates that the potential costs of a complex organisational structure contingent on business diversification at a firm's mature life cycle could be alleviated by the conduct of process innovation. As process innovation at different life cycles may alter managerial incentive that leads to different firm performance, the managerial implication is that diversified firms should appropriately engage in process innovation to prevent unfavourable liability from the development of their businesses.