Developing an open innovation model in the startup ecosystem industries based on the attitude of organizational resilience and blue ocean strategy

Mirghaderi, Seyed Amirhosein; Sheikh Aboumasoudi, Abbas; Amindoust, Atefeh

doi:10.1016/j.cie.2023.109301

Cited by 16 publications

(26 citation statements)

References 49 publications

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“…(Marpaung et al, 2023). In the 21st century, competitive environments have seen significant transformations, such as market volatility, rapid expansion, personnel mobility, heightened investment uncertainties, and shorter product lifespans (Mirghaderi et al, 2023). Furthermore, as York (2019) pointed out, the emergence of new competitors and rapid technological advances present additional challenges in market competition.…”

Section: Introductionmentioning

confidence: 99%

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Implementation of Blue Ocean Strategy in Facing Business Competition: A Startup Case Study of Lapangbola.Com

Hermawan,

Hurriyati,

Hendrayati

et al. 2024

MABIS

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Research aims: This study discusses the specific blue ocean strategy employed by lapangbola.com to emerge successful in the business competition.Design/Methodology/Approach: This study employed a descriptive qualitative methodology, utilizing interviews with relevant individuals (Operations and Marketing managers) from lapangbola.com. The analysis was conducted using the Blue Ocean Strategy, employing a strategy canvas, a four-step framework, and a six-step framework for data gathering.Research findings: A business competition strategy employs a blue ocean strategy approach that originates from business innovation, encompassing product development, operational enhancements, and the utilization of efficient digital marketing channels.Theoretical Contribution/Originality: This research serves as valuable information for decision-makers, particularly in startup firms, seeking to enhance their business growth by adopting a blue ocean strategy approach. The successful implementation of this technique by lapangbola.com, a startup business in the sports industry, further exemplifies its effectiveness.Practitioners/Policy Implications: Startup companies or businesses in the digital industry might employ a blue ocean strategy, characterized by a rigorous, flexible, and inventive approach, to analyze the market and formulate an effective formula for company development.Research Limitations/Implications: The limitations of this research are found in the secondary data (literature studies) used, this is because not many businesses have consciously implemented blue ocean strategy simultaneously using canvas strategies, 4-step frameworks and 6-step frameworks. More in-depth analysis is needed on the implementation of the blue ocean business strategy that will be carried out at each startup.

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Section: Introductionmentioning

confidence: 99%

“…Blue Ocean is an unincorporated and unknown market space (Puspitasari & Novasari, 2019). In essence, it serves as a metaphor for a pristine and extensive market with unexplored potential (Mirghaderi et al, 2023). Whereas, Yeshitila et al (2020) explain that industrial boundaries have been widely defined and accepted in the red ocean.…”

Section: Introductionmentioning

confidence: 99%

Implementation of Blue Ocean Strategy in Facing Business Competition: A Startup Case Study of Lapangbola.Com

Hermawan,

Hurriyati,

Hendrayati

et al. 2024

MABIS

View full text Add to dashboard Cite

show abstract

“…To answer the first research question about the relationship between the two concepts, the results were compared against the only two studies that also quantitatively compares organisational resilience and open innovation. Even though the research of and Mirghaderi et al (2023) were based in different countries and sectors, it was of value to compare against the P-values of this research. These are plotted within the same range, with a lack of statistical significance, and so it can be interpreted that this is a universal finding.…”

Section: Discussionmentioning

confidence: 99%

“…• Concept One (C1): The measurement tool for organisational resilience is specific to UK risk science (British Standards Institute, 2014, as cited in Pescaroli et al, 2020 • Concept Two (C2): The measurement tool for open innovation is specific to life science SME drug discovery (Nilsson & Minssen, 2018) After discovering a relationship between the concepts, this research then combines them into one interaction variable for measuring their influences in efficient unison. The body of literature reviewed also provides a new, wide-breadth, and diverse range of potential influences, across three different contexts of the SMEs (internal, demographic, external; Mirghaderi et al, 2023), to be measured within the subsequent primary research.…”

Section: Originalitymentioning

confidence: 99%

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The Relationship and Influences of Organisational Resilience and Open Innovation for United Kingdom (UK) Life Science Small and Medium-Sized Enterprises (SMEs)

Winn

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This research questions whether open innovation can enhance the organisational resilience of United Kingdom life science small and medium-sized enterprises, by asking how the two concepts are related and influenced. This provides a significant and original contribution to knowledge and practice, to best understand how the two concepts associate, and how practitioners should allocate their limited resources across three factors (internal, demographic, external) to enhance both concepts together. The rationale is drawn from a gap in the peer-reviewed and grey literature, as it reports that United Kingdom life science small and medium-sized enterprises face a 39% failure rate, with those practicing closed innovation being more at risk. These sized enterprises represent 99.9% of the national economy and those operating in the life sciences must become resilient to deliver important social health and economic benefits. This research contributes to the body of knowledge by first considering the concept of organisational resilience, which has a standardised industry definition as an ability to anticipate, prepare for, respond, and adapt to disruption and change. The second concept of this research, open innovation, is defined as using external resources for innovation, whilst also allowing any unused resources to go outside of organisational boundaries. Mixed methods with multi-stage validation of regression and thematic analyses, ensured rigour. Findings show a moderate, positive relationship between the concepts for United Kingdom life science small and medium-sized enterprises. It was, therefore, of value to combine them into an interaction variable, to measure their influences. The foremost contribution is that internationalisation is the most significant influence, implying that a globalised outlook is beneficial. Furthermore, the frequency of significant influences was equal across internal and external factors, indicating that owner-managers should be considerate of both contexts during their resource-based activities.

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Building Resilient Startups: Strategies for Sustained Growth and Adaptability

Salaheldeen

2024

Reference Module in Social Sciences

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Developing an open innovation model in the startup ecosystem industries based on the attitude of organizational resilience and blue ocean strategy

Cited by 16 publications

References 49 publications

Implementation of Blue Ocean Strategy in Facing Business Competition: A Startup Case Study of Lapangbola.Com

Implementation of Blue Ocean Strategy in Facing Business Competition: A Startup Case Study of Lapangbola.Com

The Relationship and Influences of Organisational Resilience and Open Innovation for United Kingdom (UK) Life Science Small and Medium-Sized Enterprises (SMEs)

Building Resilient Startups: Strategies for Sustained Growth and Adaptability

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