Value Creation and Value Capture in Open Innovation

Open innovation has attracted a significant amount of attention from scholars and practitioners. Prior research on open innovation has mainly focused on collaborative inventing. However, understanding the processes and outcomes of joint inventing is not sufficient for understanding sustained open‐innovation activities and the competitive advantages of the actors involved in open innovation. Instead, an understanding of value creation and value capture is paramount for advancing our understanding of sustained open‐innovation activities. Open innovation requires collaboration among distributed but interdependent actors who rely on each other’s capabilities for value creation and capture. Value in open innovation is driven not only by actors’ value creation but also by their ability to capture value. While value creation and value capture are discussed in the open‐innovation literature, the advancement of this stream of research is hindered by conceptual ambiguity, especially in relation to the concept of value capture. This article adopts a value perspective on open innovation, offers consistent conceptualizations of value creation and value capture, and outlines potential avenues for further research at the interface of open innovation, value creation, and value capture.     

基于价值网络重构的企业商业模式创新

建构价值网络逐步成为企业商业模式创新的重要方式,但狭义的价值网络观对企业盈利机理的解释并未突破价值链将投入转换为产品的传统逻辑。本文从更广义的价值生态系统角度剖析网络价值交换逻辑和企业价值的实现机理,从网络重构出发分析了五种不同的商业模式创新路径。本文认为,受竞争压力与技术变迁的推动,网络组织的价值创造逻辑呈现颠覆性变化:顾客价值创造与企业价值实现的分离。这种分离导致许多企业即使实现了顾客价值最大化也未必产生收入,尤其面对互联网的免费经济趋势,企业只有重构价值网络、拓展新的收入源才能实现盈利并保证商业模式的稳定性。     

面向企业创新的区域创新平台及其结构模型研究

文章在分析区域创新平台构建的驱动力基础上，指出构建创新平台是化解我国创新领域各种矛盾的必然，考察了平台和创新平台的概念演化，提出并阐述了区域创新平台的内涵，分析了区域创新平台的构成要素，并据此构建了区域创新平台的结构模型，认为区域创新平台是核心价值网络、可控性支持网络和不可控性支持网络上不同要素之间相互连接的集成，并运用杭州市区域创新平台的案例验证了区域创新平台的内涵与结构。     

绿色技术扩散的典型商业模式、案例及启示

绿色创新技术常面临着市场扩散和商业化的障碍。因此,在绿色技术创新的同时,亟需相应商业模式的创新和重塑。本文总结了绿色技术扩散商业模式的内涵和基本特征。在此基础上,对国内外绿色技术扩散的典型商业模式和案例进行了梳理,总结出4类典型的能有效促进不同类型绿色技术市场扩散的商业模式:集中式、分布式、技术服务型和产品服务型;分析了每类商业模式的价值定位特征、价值网络结构和盈利模式;剖析了每类商业模式中有效地促进了相关绿色技术市场化的典型案例,如分布式光伏发电的电力购买协议(PPA)/租赁模式、基于生态效率服务的商业模式等。最后,论文总结了绿色技术扩散商业模式和典型案例对我国推动绿色创新关键技术市场扩散和商业化的启示。     

企业商业模式创新:基于租金理论的解释

商业模式的定义在理论界有多种不同的理解，然而，商业模式创新的驱动力尚缺乏完整研究。本文作者归纳了商业模式的不同定义，提出了一种新的概念解释；同时，作者用经济租金理论来分析企业商业模式的创新行为，通过深入研究，作者对企业经济租金的几种形态做出了分类，分析了企业在不同条件下获得经济租金的形式，从理论上解释了企业商业模式创新行为的内外在驱动力。     

企业文化与企业竞争力--一个基于价值创造和价值实现的分析视角

企业竞争力归根结底是企业价值创造和价值实现问题。本文分析了企业文化与企业价值创造和价值实现的关系，分析了企业文化管理的成本问题，得出了以下结论：一种企业文化，只有当它在价值创造和价值实现两方面给企业带来的收益之和大于企业文化管理的成本时，才能提升企业竞争力。     

The Effect of Selective Openness on Value Creation in User Innovation Communities

Open innovation research and practice recognize the important role of external complementors in value creation. At the same time, firms need to retain exclusive control over some essential components to capture value from their product and/or service system. This paper contributes to the literature by analyzing some of the trade‐offs between openness to external value creation and closedness for internal value capture. It focuses on selective openness as a key variable and investigates how it affects value creation by external complementors, specifically the members of user innovation communities. Openness, it is hypothesized, matters to community members: The more open a product design is, the higher their sense of involvement in the innovation project, and the larger the effort they devote to it. Unlike prior literature, different forms and loci of openness are distinguished, specifically the transparency, accessibility, and replicability of different components of the product being developed. Hypotheses are tested based on survey data (n = 309) from 20 online communities in the consumer electronics and information technology hardware industries. Multilevel regression analysis is used to account for clustering, and thus nonindependent data, at the community level. We find that openness indeed increases community members’ involvement in the innovation project and their contributions to it. Interestingly, however, some forms and loci of openness strongly affect community perceptions and behavior, while others have limited or no impact. This finding suggests that, at least in relation to user communities, the trade‐off that firms face between external value creation and internal value capture is softer than hitherto understood. Contingency factors that may be able to explain these patterns are advanced. For example, users are expected to value the form of openness that they have the capabilities and incentives to exploit. The findings in this paper extend the literature on selective openness in innovation. They emphasize the need to study the demand for different forms of openness at the subsystem level and align supply‐side strategies to it. In managerial practice, a careful assessment of the demand for openness enables firms to successfully use selective openness and to effectively appropriate value from selectively open systems.     

Only the Brave: Product Innovation,Service Business Model Innovation,and Their Impact on Performance

Recent empirical findings concerning the performance effects of service business model innovation (servitization) and its interplay with product innovation are mixed. Using the lenses of the demand‐based view on value creation and complementarity, the performance impact of two key service business models is examined: the product‐oriented model and the customer‐oriented model, implemented jointly with product innovation. Results indicate that the interplay between service business model innovation and product innovation results in long‐term performance benefits coupled with a degree of short‐term performance sacrifice. Service business model innovation in isolation from product innovation results in short‐term profit gains but long‐term knowledge loss and, thus, market performance decline. Our study suggests that firms need to look beyond the evidence on short‐term effects in order to achieve superior performance in the long run.     

互联网时代的商业模式创新:基于资源拼凑角度

在互联网时代下,一度盛行的需求为导向的商业模式正走向衰败,而以供求关系作为主导地位的网络式商业模式和价值创造正日益兴起。针对这种现状,本文基于资源拼凑的视角对商业模式创新进行理论分析。首先对商业模式创新和资源拼凑概念进行描述,然后从价值创造的载体、方式和思维逻辑三个方面对商业模式创新分别进行讨论。最后对全文进行总结并对未来进行展望。     

企业战略管理模型：战略—文化—结构

在企业环境日益复杂多变的今天，如何从战略上管理企业已成为一个迫切而重要的问题。本文首先指出战略管理时代的来临，并认为企业战略管理实质上是指对企业的战略性管理。在此基础上，提出了一个以战略、文化、结构为顶点的企业战略管理三角形模型，并阐述了该模型的理论和实践意义。     

互联网时代电商平台商业模式创新文献综述

互联网时代商业模式的创新的研究已成为近几年财务金融、市场营销、公司治理等方面热点,研究主要体现在商业模式创新的种类与对财务的绩效影响方面,这些问题的研究仍有待深入.本文认为,互联网时代商业模式的创新需要结合互联网时代的特点与商业模式的要素进行分析.电商平台在互联网时代如何防范创新的商业模式对财务绩效带来的风险,如何应对...     

Value Creation by Toolkits for User Innovation and Design: The Case of the Watch Market

This study analyzes the value created by so-called "toolkits for user innovation and design," a new method of integrating customers into new product development and design. Toolkits allow customers to create their own product, which in turn is produced by the manufacturer. In the present study, questions asked were (1) if customers actually make use of the solution space offered by toolkits, and, if so, (2) how much value the self-design actually creates. In this study, a relatively simple, design-focused toolkit was used for a set of four experiments with a total of 717 participants, 267 of whom actually created their own watches. The heterogeneity of the resulting design solutions was calculated using the entropy concept, and willingness to pay (WTP) was measured by the contingent valuation method and Vickrey auctions. Entropy coefficients showed that self-designed watches vary quite widely. On the other hand, significant patterns still are visible despite this high level of entropy, meaning that customer preferences are highly heterogeneous and diverse in style but not completely random. It also was found that consumers are willing to pay a considerable price premium. Their WTP for a self-designed watch exceeds the WTP for standard watches by far, even for the best-selling standard watches of the same technical quality. On average, a 100% value increment was found for watches designed by users with the help of the toolkit. Taken together, these findings suggest that the toolkit's ability to allow customers to customize products to suit their individual preferences creates value for them in a business-to-consumer (B2C) setting even when only a simple toolkit is employed. Alternative explanations, implications, and necessary future research are discussed.     

公司治理对医药企业创新价值创造率的影响机制与实证研究

通过中国上市医药企业 2012~2015 年间的数据,探索公司治理对医药上市企业创新价值创造率的影响机制,将公司治理划分为控制权分配、科学决策和激励约束三大方面,利用 SFA 测算和非效率项的影响分析,发现公司治理对创新价值创造率的影响集中体现在当期,两职合一、精简高效的董事会规模和高管激励表现出了积极的正向促进作用,表明我国医药企业想要提高创新价值创造率可在公司治理结构调整方面付出努力。     

A Self‐Tuning Model for Smart Manufacturing SMEs: Effects on Digital Innovation

With the changing way people live, communicate, and work, enterprises are striving to shift their existing business model into a “self‐tuning” one. Enterprises are becoming more agile, adaptive, and ambidextrous in order to boost innovation in the current digital transformation era. Nowadays, “digital innovation” is closely associated with Industry 4.0 enablers and smart enterprises. Prior research has shown that while multinational enterprises—across many sectors—have already embraced the aforementioned advancements, their adoption by small and‐medium‐sized enterprises (SMEs) has so far taken place mainly in the manufacturing sector. Thus, based on a sample of 280 self‐tuned smart manufacturing SMEs and having utilized the structural equation modeling (SEM), this study was aimed to investigate how digital innovation is influenced by the three pillars of self‐tuning models—agility, adaptation, and ambidexterity. Our paper has focussed on the digital systems in which SMEs, spurred by networking and open innovation solutions, operate and innovate in response to external triggers, displaying a balance between exploration and exploitation, and a strong agile capacity.     

How to Overcome Pro‐Change Bias: Incorporating Passive and Active Innovation Resistance in Innovation Decision Models

Adoption literature is largely subject to a pro‐change bias; researchers mainly assume that consumers are open to change and thus interested in evaluating new products. However, consumers often reject innovations without considering their potential, such that the adoption process ends before it really has begun. The present study instead argues that innovation resistance, prior to product evaluation, is a regular consumer response that must be recognized and managed to facilitate new product adoption. The authors suggest differentiating passive from active innovation resistance. While passive innovation resistance results from a consumer's generic predisposition to resist innovations prior to new product evaluation, active innovation resistance is an attitudinal outcome that follows an unfavorable new product evaluation. This study also extends extant innovation decision models by describing how passive and active innovation resistance emerge and how they affect decision‐making in later stages of the process.     

Strategies of Product and Process Innovation: A Loglinear Analysis

Utterback and Abernathy (1975) developed a dynamic innovation model to explain the patterns of product and process innovation and to show which types of innovation would be most strategically appropriate for firms with particular objectives. In this paper the relation-ships between type and/or source of innovation and a number of firm-characteristic variables are examined. Loglinear regression is employed to determine the extent of the postulated relationships in a set of actual industry data on product innovation. The loglinear model provided results which were highly consistent with predictions made on the basis of previous research into product and process innovation.     

Innovation in Process Plant: A Case Study of Ethylene

Successful companies in any industry recognize the importance of involving customers and suppliers in the design and development of products and services. When complex product and process technologies are involved, these relationships create a network of companies and industries, each of which is a potential source for technological innovation. At the same time, however, such interrelationships further complicate the already challenging task of analyzing the evolving nature and sources of innovation. Using ethylene manufacture as a case study, Peter Hutcheson, Alan Pearson, and Derrick Ball present a three-stage model of innovation. The model provides a framework for understanding the evolution of technological innovation in ethylene manufacturing, as well as the changing roles of the equipment suppliers, the process plant suppliers, and the operating companies througout this evolution. The applicability of this approach to other sectors of the chemical processing industry is also evaluated. In much the same way that a product's life cycle can be traced through distinct phases of creation, growth, maturity, and decline, technological innovation progresses through three main phases: uncoordinated, segmental, and systemic. The progression through these three phases is marked by changes in the relative levels of product and process innovation activity. In this three-stage model, innovative activity progresses from an extreme of high product and low process innovation during the uncoordinated phase, through the segmental period of low product and high process innovation, to the low product and medium process innovation levels of the systemic phase. In other words, as the industry matures, the focus of innovative activity gradually shifts from the product to the process. As illustrated by the example of ethylene manufacturing, companies operating in an industry that has reached the systemic stage will find little or no scope for innovation in the end product or the core manufacturing technologies. In such a mature market, the product is a commodity item, and the fundamentals of the manufacturing process are well known. At this stage, the quest for productivity improvements focuses on cost reductions from task structuring and specialization, task integration, and automation. As such, equipment manufacturers play an increasingly important role in refining existing technologies and improving equipment reliability and capabilities. Such efforts are facilitated by close cooperation with the operating companies, which can contribute process expertise that the equipment manufacturers might otherwise lack.     

商业模式创新、员工企业家精神与人格特质关系的实证研究

本文在194份有效问卷的基础上,运用SPSS15.0软件及阶层回归方法探讨了商业模式创新、员工企业家精神与人格特质间的关系.研究结果表明,人格特质中的外向性和勤勉可靠性都会在员工企业家精神中的团结合作精神与商业模式创新关系中起到调节作用,勤勉可靠性会在员工企业家精神中的竞争进取精神与商业模式创新关系中起到调节作用,神经质人格会分别在员工企业家精神中的竞争进取精神和宽容失败精神与商业模式创新关系中起到调节作用,勤勉可靠性会在员工企业家精神中的创新冒险精神与商业模式创新关系中起到调节作用.