Opening up the innovation process: the role of technology aggressiveness

Besides acquiring external knowledge, many firms have begun to actively commercialize technology, for example, by means of out-licensing. This increase in inward and outward technology transactions reflects the new paradigm of open innovation. Most prior research into open innovation is limited to theoretical considerations and case studies, whereas other lines of research have focused either on external technology acquisition or exploitation. In an integrative view, we consider inward and outward technology transactions as the main directions of open innovation. Moreover, technology aggressiveness, which constitutes an important dimension of technology strategy, is identified as a major determinant of open innovation. Data from a survey of 154 industrial firms are used to test three hypotheses relating technology aggressiveness, external technology acquisition, and external technology exploitation. In addition, clusters of firms with homogeneous strategies regarding technology aggressiveness and open innovation are identified.     

Learning from openness: The dynamics of breadth in external innovation linkages

We explore how openness in terms of external linkages generates learning effects, which enable firms to generate more innovation outputs from any given breadth of external linkages. Openness to external knowledge sources, whether through search activity or linkages to external partners in new product development, involves a process of interaction and information processing. Such activities are likely to be subject to a learning process, as firms learn which knowledge sources and collaborative linkages are most useful to their particular needs, and which partnerships are most effective in delivering innovation performance. Using panel data from Irish manufacturing plants, we find evidence of such learning effects: establishments with substantial experience of external collaborations in previous periods derive more innovation output from openness in the current period. © 2013 The Authors. Strategic Management Journal published by John Wiley & Sons Ltd.     

National characteristics: innovation systems from the process efficiency perspective

This study compares the innovation system characteristics of 40 countries from the perspective of process efficiency. We treat the national innovation system as a two‐stage process that first produces knowledge and then commercializes the knowledge produced. After identifying efficiencies through data envelopment analysis, the within‐country strengths, or the contribution of the individual process factor to the efficiency, of all 40 target countries are compared by applying the network‐based ranking method. The comparison is different from previous efficiency‐based studies in that it hints at country characteristics and highlights the cross‐country benchmarks for each process factor. The pattern of within‐country strengths underlines the characteristic of each country. Based on country characteristics, we highlight the national differences and categorize the target countries into nine distinctive groups. We find that no single country demonstrates characteristics that focus on both the knowledge production and knowledge commercialization stages. The results provide policy makers with both references on what to improve and information for where to learn the experience from.     

Learning technology through a process approach: The implementation of curriculum innovation through the pragmatic interventions of the teacher

The paper focuses on the practice of technology education in eight secondary schools in the north east of England. It illustrates that whilst Technology has been defined in terms of process the attempts to teach technological understanding solely through a similar model may not be the most effective method. In their quest for achievement for their pupils, teachers are adept at circumventing educational ideals by devising strategies and methodologies (in most cases subconsciously) which produce end results that satisfy their pupils, and also examination bodies, but may negate more reflective objectives. These approaches are not merely an attempt at obtaining easily gained acclaim but may be symptomatic of deeper rooted beliefs and ideals. The conclusions are based on a survey of published work as well as on the results of ethnographic research which appraised the practice of a sample of teachers in their handling of key points in this process approach.     

Learning with the market: Facilitating market innovation

This paper generates new insights into the market innovation process by merging literatures on higher-level learning and market shaping. The research shows that market learning expands the traditional organizational learning literature in three ways: it extends the unit of analysis from individual and organizational learning to inter-organizational learning; it implies a shift from adaptive to higher-level transformative learning; and it positions learning outcomes as changes in market-level properties rather than the mere cognitive developments of individual actors. A key contribution to the understanding of market learning is the development of a market-learning cycle framework that delineates the market-learning process into distinct phases. The framework structures the field in which focal actors with market driving strategies operate as they proactively engage other market actors during the different phases of the market-learning cycle. The usefulness of the framework is illustrated by a longitudinal case.     

1-3季度广东玩具出口趋稳

据广州海关最新统计，2008年前3季度，广东玩具出口44．7亿美元，比去年同期增长6．3％，增幅比去年同期回落16．2个百分点，广东玩具出口依然呈现周期性平稳回升。     

Open innovation ecosystem organizing from a process view: a longitudinal study in the making of an innovation hub

This paper uses process theory as a theoretical lens to analyze AstraZeneca's enactment of an open innovation initiative with the purpose of strengthening the firm's surrounding innovation ecosystem. Based on empirical data collected over 7 years, we develop a process model of open innovation enactment and explain how the initiative gradually transformed while maintaining its guiding principles, which were set from the start. In applying a process perspective, we highlight open innovation initiatives as dynamic and evolutionary – but not deterministic – developments. As such, we provide a comprehensive and more nuanced understanding of not only what open innovation is but also how it becomes. This study also contributes to the innovation ecosystem literature by theorizing how firms orchestrate innovation ecosystems through open innovation initiatives over time.     

Innovating the innovation process: an organisational experiment in global pharma pursuing radical innovation

The challenge of managing the fuzzy front end of the innovation process is particularly acute for large, multi‐brand, research and development (R&D)‐intensive firms. Poor performance at generating radical innovations has resulted in many large organisations seeking to innovate how they organise for innovation. This paper presents an inductive, longitudinal study of an organisational experiment that sought to get ‘game‐changing, radical ideas’ into the new product development funnel of a top three pharma. The immediate outcomes of a team‐based internal innovation tournament included 33 new product ideas, 14 of which were radical. The medium term outcome of the experiment was a reorganisation of how the firm now pursues radical innovation activities. We link these outcomes to team leadership, contrasting innovation processes, including decisions about how to incorporate the ‘voice of the consumer’. The inductive, longitudinal study suggests causal interconnections between innovation team leadership, innovation team processes, and innovation outcomes.     

The 'transformation game': information systems and process innovation in organizations

The relationship between new information and communication technology and organizations is the subject of considerable debate. So too is the nature of organizational transformation. ‘Business process re-engineering’, with its emphasis upon the strategic deployment of information systems, brings both debates together. But does it resolve any of the issues?     

To recover faster from Covid-19, open up: Managerial implications from an open innovation perspective

Covid-19 has severely tested our public health systems. Recovering from Covid-19 will soon test our economic systems. Innovation will have an important role to play in recovering from the aftermath of the coronavirus. This article discusses both how to manage innovation as part of that recovery, and also derives some lessons from how we have responded to the virus so far, and what those lessons imply for managing innovation during the recovery.     

The impact of sellers' social influence on the co-creation of innovation with customers and brand awareness in online communities

This study integrates theoretical concepts adopted from social influence theory, co-creation practice, and brand equity into a single model by examining the role of social comparison and social identity in co-creation activities in an online community context, which is known to affect firms' brand awareness in the Business-to-Business (B2B) marketplace. The model was tested using a dataset gathered via an online survey of four online communities discussing Software-as-a-Service (SaaS) related issues in LinkedIn. Empirical findings from our survey of 190 business professionals indicate that sellers' social identity and social comparison are key facilitators for developing a series of co-innovation activities, and confirmed that co-innovation practices make potential customers more aware of company brands. The results of this study provide new insights into effective B2B social media marketing techniques by elaborating how best to orchestrate co-innovation with online communities to boost brand awareness.     

Complementarity in product,process, and organizational innovation decisions: evidence from European firms

This work uses a sample of firm-level data from seven EU countries to explore the possible roles of simultaneity and heterogeneity in determining firms' decisions to engage in three types of innovation. Process, product, and organizational innovations are considered jointly, by applying a multivariate probit specification. The results support the hypothesis that the three innovation decisions are interdependent. This has straightforward implications for the practice of R&D managers. In order to gain advantages from an innovation, innovation managers need to jointly exploit these different types of innovation activities and their potential synergies. Given that the innovative firms in the sample, desire additional credit which actually they do not obtain, R&D managers should also be concerned with the financing sources firms have access to. Finally, from the analysis it also emerges that public support boost all the three forms of innovation.     

Evaluating failure in the innovation process: the micropolitics of new product development

For almost 40 years academics from a wide range of disciplinary backgrounds have sought to improve our understanding of the innovation process. In this paper, we examine the contribution made by those such as Kotler who have attempted to describe a rational approach to New Product Development (NPD). We argue that such frameworks offer a view of organisational activity which substantially understates the political activity associated with managing the innovation process. Most of those writing from a marketing perspective acknowledge external political influences such as government policies and the leverage of 'special interest groups'. We focus on the work of Burns and Stalker who clearly recognised the way in which internal political struggles to access resources or to improve career prospects impact on innovation. To analyse the role of micropolitics in the NPD process we describe the case of WEL, a medium-sized manufacturing firm, as managers and engineers attempted to develop an important new product. We conclude that it is essential to incorporate the role of internal politics into any framework which claims to offer a realistic account of NPD.     

The Spirituality of Innovation: Learning from Stories

Sooner or later, most established companies face a mid-life crisis. Just like many people, these companies somehow lose the drive, the excitement, and the enthusiasm of their youth. Rather than continue to push the envelope, these companies focus on their core competencies and try to maintain order through a proliferation of policies and procedures. On the other hand, some companies (and some people) manage to sustain their innovative, entrepreneurial spirit. A handful of mature companies somehow maintain an environment in which employees continually generate added value for customers and the company alike. How do they do it? How do these mature companies continue to foster invention and innovation? Recognizing that stagnation and decline are not faits accomplis for all companies, Karen Anne Zien and a cross-functional team conducted in-depth interviews at several highly innovative firms. The interviewees provided insight into the culture, the characteristics, and the principles that set these companies apart from the competition. Perhaps the greatest insight comes from the stories these people tell. These war stories—the corporate myths and legends—provide a simple means for communicating and reinforcing the shared values that distinguish these companies. For example, a manager's recollection of Hewlett-Packard's effort to develop a pen plotter (and in particular, Bill Hewlett's role in this development) demonstrates that innovation is a companywide activity that requires the active, ongoing involvement of leaders at the highest levels of the organization. Senior people in these innovative companies foster a sense of community and common purpose and thus create an environment that encourages employees to explore new ideas and, if necessary, break the old rules. Through both formal and informal means, these companies also encourage frequent interaction between technical and marketing people. Corporate leaders energize these mature, but still innovative, companies, by providing context and communicating a dynamic vision. Storytelling offers a particularly evocative medium for articulating this vision. Rather than bore newcomers with hoary tales of the good old days, however, the most effective leaders continually reshape these stories to offer fresh insights, uncover new challenges, and reinforce the notion that every employee can and should contribute their full potential.     

Coming in from the cold: The psychological foundations of radical innovation revisited

Radical innovation poses a series of well-documented adaptive behavioral challenges for individuals, organizations and organizational collectives. Drawing on the insights of recent advances in the social neurosciences, the authors demonstrate how theory and research rooted in the cold cognition era of human psychology has laid microfoundations for practices purporting to help address these challenges that are fundamentally unfit for purpose. Predicated on an outmoded conception of economic actors as affect-free information processors, devoid of emotion, scholars and practitioners alike are unwittingly perpetuating a (bounded) rationality façade. In so doing, they are undermining attempts to foster the requisite transformation of mindsets and behavior. To address these unintended consequences, new theory and research is required to shed light on the generative mechanisms through which firms might create the conditions to enable them to harness the cognitive and emotional capacities of individuals and groups, an essential step for overcoming the pitfalls of bias and inertia that so often inhibit adaptation to changing environments, thus slowing progress in the development and diffusion of innovations. To further this end, the present article advances a research agenda that places emotion management center stage, arguing that, to be truly dynamically capable, firms must learn to nurture self-regulation capabilities at all levels of the enterprise.