Bridging the gap: integrating external knowledge from open innovation platforms

Abstract

While external knowledge has the potential to benefit a firm’s innovation activities, research shows that the positive effects of a more open model of innovation do not come naturally. This paper draws on the project level to explore the organizational factors that hamper or impede the integration of external knowledge sourced from an open innovation platform and to suggest interventions to overcome these barriers. While open innovation is mainly discussed as a concept that resides at the level of the organization, this paper draws on the project level to contribute to a multi-level understanding of open innovation and to offer a deeper understanding of the challenges project teams face, when integrating external knowledge. To investigate occurring barriers, four cases of external knowledge integration within a multinational corporation are analyzed. The results show that due to the external nature of the knowledge, an additional effort of project teams is required such as forming alliances with key individuals and changing negative attitudes towards external sources to overcome organizational resistance. Theoretical as well as practical implications are discussed.

High growth episodes among R&D intensive firms: Evidence for Europe, US and Japan

“…Several authors have highlighted the importance of OI strategies when firms want to acquire external knowledge (Weissenberger-Eibl & Hampel, 2021;Chesbrough, 2003). However, OI Acquisition of foreign patents is a specific technology sourcing strategy (Garcia-Muina and Gonzales-Sanchez, 2017).…”

“…There are some good economic reasons for this preference. High-tech firms tend to face global competition and shorter product lifecycles (Coad & Rao, 2008) so they need to launch new products frequently and therefore benefit from deploying OI strategies (Weissenberger-Eibl & Hampel, 2021). Thanks to their networks and the scale of the markets they have access to, firms acquire foreign IP to reduce the risks associated with investing directly into the development of new technologies.…”

“…Several authors have highlighted the importance of OI strategies when firms want to acquire external knowledge (Weissenberger-Eibl and Hampel, 2021; Chesbrough, 2003). However, OI practices vary across firms (Brunswicker and Van de Vrande 2014; Weissenberger-Eibl and Hampel, 2021). While some firms prefer to engage in strategic alliances, others engage in technology sourcing by acquiring the external IP directly produced by other firms (Garcia-Muina and Gonzales-Sanchez, 2017; Jeppesen and Molin, 2003).…”

“…Foreign patents and high growth episodes. Several authors have highlighted the importance of OI strategies when firms want to acquire external knowledge (Weissenberger-Eibl and Hampel, 2021;Chesbrough, 2003). However, OI practices vary across firms (Brunswicker and Van de Vrande 2014;Weissenberger-Eibl and Hampel, 2021).…”

“…practices vary across firms(Brunswicker & Van de Vrande 2014;Weissenberger-Eibl & Hampel, 2021). While some firms prefer to engage in strategic alliances, others engage in technology sourcing by acquiring the external IP directly produced by other firms(Garcia-Muina & Gonzales- Sanchez, 2017;Jeppesen & Molin, 2003).…”