No abstract

The majority of Open Innovation contributions published in the last decade adopted a firm-centric perspective, and analyzed interactions at the firm level, thus leaving room for studies about the adoption of Open Innovation practices in non-corporate environments, and at different levels of analysis. The aim of this paper is to explore the adoption of Open Innovation practices in a non-corporate environment at the individual level, specifically in the context of an American university laboratory. Results show that despite the lab’s active orientation toward commercialization and collaboration with industrial counterparts, the degree of implementation of Open Innovation practices is still limited, the main determinant for Technology Transfer (TT) remains publication, and that online communities represent a potential mechanism to overcome the current gap in promoting lab research. The study contributes to the existing Open Innovation literature by assessing the perceived quality of Open Innovation practices at the individual level, and in a non-corporate context. For literature, this study is the first attempt to investigate the adoption of Open Innovation practices in a university laboratory. For university managers, the study proposes that while active commercialization efforts through Open Innovation practices are still limited, channels like online communities offer valuable — and yet untapped — resources for promotion of university activities.

Innovation has gained growing attention in the strategic management field, and — as a strategic orientation — it has been predominantly considered as a homogenous class of differentiated strategic mindsets. This contribution aims at distinguishing different sub-typologies of innovation strategies and validating their profiles and consistency. It explores approaches discussed in the mainstream literature as well as the possibility that other orientations could exist. A cluster analysis outlines four strategic orientations showing differences in terms of competitive drivers, value creation architectures, outsourcing and alliance policies, and managerial processes. Findings offer scholars and practitioners a better understanding of strategic alternatives in pursuing innovation through the identification of systems of consistency among managerial variables — e.g., configuration of the supply chain — thus fostering uniqueness and sustainability of the competitive advantage, and driving managers’ decision. In particular, what really characterised the different innovation strategies here shown is the way they deal with the value chain structure, meaning a key part of the business model.

<p dir="ltr"><span>Este Práctico se desarrolla en la asignatura Introducción a las Construcciones del área tecnológica-constructiva, primer año, de la carrera de Arquitectura, FAUD, UNMDP, y describe la experiencia de la componente tecnológica en arquitectura. </span></p><p dir="ltr"><span>Su </span><span>propósito es orientar la mirada, la percepción desde lo cotidiano hacia lo disciplinar tecnológico, a partir de la observación sistemática de un lugar conocido, su dormitorio. Su realización comprende tareas de relevamiento, interpretación, modelización, investigación y análisis. Se reflexiona sobre lo existente, comparándolo con lo ideal especifico de cada solicitación para concluir en alternativas superadoras.</span></p><p dir="ltr"><span>Se plantea como espacio inicial de clarificación y anclaje de las temáticas del área para </span><span>aprehender una realidad material de difícil síntesis.</span></p>