A Systematic Literature Review of Open Innovation and R&amp;D Managers

Cunningham, James A.; Rodríguez, María José Foncubierta; Alcázar, Fernando Martín; Perea-Vicente, José Luis

doi:10.1007/978-3-030-61605-2_2

Cited by 3 publications

(2 citation statements)

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“…This organizational structure and constant collaboration contribute to (and ensure) innovativeness among all members of the consortium [58]. Despite previous findings reporting that the companies' internal R&D functions are essential to pursuing both internal and external sources of innovation and to supporting a company's long-term sustainability and stability [59], the present study suggests that internal R&D could be considered as a complement to OI, instead of a substitute for the flow of innovation through cooperation [60]. Some authors have pointed out that a network of competencies to access external resources is fundamental to maintaining competitive advantages and innovative search activities [61]: thanks to NPOs, companies can access resources that they cannot acquire by themselves, and use them to develop innovative responses in view of a more sustainable society [62].…”

Section: Discussionmentioning

confidence: 99%

Non-Profit Organizations as Facilitators of the Sustainable Social Innovation of Firms: An Italian Case Study

et al. 2023

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Non-profit organizations (NPOs) are becoming top players in the business arena and can significantly contribute to socially sustainable development by leading several open innovation (OI) processes. The present study investigated the functioning of an NPO (ELIS, based in Rome, Italy), that acts as an open innovation intermediary in a large consortium of enterprises. By adopting a mixed-method approach, key aspects related to the NPO’s organizational culture, the OI management process within the consortium, as well as leadership skills and values were investigated among 77 employees and 8 managers of the NPO. Results showed that the managers’ approach to OI, teamwork, and market challenges significantly affected the NPO’s ability to produce OI among the consortium members. Moreover, empowering leadership, and a culture of trust and mistake acceptance were highly valued by the NPO in view of an effective OI performance. The study contributes to the current literature by highlighting the conditional factors of the NPO’s capability to create open innovation with enterprises, and push them toward societal change. Implications for OI development have been discussed.

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Section: Discussionmentioning

confidence: 99%

Non-Profit Organizations as Facilitators of the Sustainable Social Innovation of Firms: An Italian Case Study

et al. 2023

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“…From the project management side, in collaborative R&D, complexity, uncertainty, and often multi‐disciplinarity, pose challenges (Fernandes et al, 2021). Therefore R&D managers needs to be adequately prepared to manage collaborative R&D projects (Cunningham et al, 2021) as the managerial challenges are context‐dependent (Fernandes and Araújo, 2019); for this an understanding of the evolution and the influence of the non‐technical contextual conditions on the development processes is important.…”

Section: Literature Reviewmentioning

confidence: 99%

The interplay between the contextual conditions and the advancement of the technological maturity in inter‐organisational collaborative R&D projects: a qualitative study

2023

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This paper analyses the evolution of the contextual conditions during the advancement of the degree of technological maturity of innovative technical solutions and their interplay with the R&D processes in the setting of collaborative inter‐organisational publicly‐funded R&D projects. Extant literature investigated the role of contextual conditions for the development process of technologies across different settings, but the evolution of their role has not yet been analysed in detail during the same development process over different levels of maturity. It has also not been investigated how the inter‐organisational collaboration is affected by this interplay. To address this gap, we put in place exploratory qualitative research in the empirical setting of collaborative inter‐organisational R&D projects that were funded by the EU's Research and Innovation Framework Programmes. Such projects often advance the maturity of several new technical solutions in different constellations of partners within the same project and therefore provide rich data for our analysis. The research design is a comparative multiple case study. We studied 5 projects that developed 49 innovative technical solutions, adopting a grounded theory approach, through the analysis of the project documentation and semi‐structured interviews. The evolution of the non‐technical contextual conditions and their interplay with the R&D processes and the inter‐organisational collaboration were found to be similar across different technologies, but their role was significantly different at different stages of the advancement of maturity. Medium TRLs constituted a watershed for inter‐organisational cooperation, whereas when going to higher TRLs, the role of the intra‐organisational context became dominant. As a consequence, the changes of the contextual conditions should be anticipated by project planners and project managers to avoid that the R&D processes get stuck at medium technology readiness levels. We also discuss the implications for policy interventions when reaching higher TRLs is intended.

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