How Well Do Companies Manage Innovation? An Analysis on Low-tech Industries

Bay, Murat; Çil, Umut

doi:10.1016/j.sbspro.2016.11.072

Cited by 4 publications

(5 citation statements)

References 29 publications

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“…The focus of the present study is on the latter, low-tech industries. Accordingly, Bay and Çil (2016) postulated that these industries do not experience the same competitive forces, yet innovation is as equally crucial for high-tech industries as for low-tech SMEs. Literature notes that Open innovation is vital not only for hi-tech industries (Yun and Mohan, 2012) but also for low-tech SMEs for "product and process innovations", "new sources of supply", "exploitation of new markets", and "development of new ways to organise business" (Szirmai et al, 2011 p. 5).…”

Section: Low-tech Small and Medium-sized Enterprises And Open Innovationmentioning

confidence: 99%

“…Literature notes that Open innovation is vital not only for hi-tech industries (Yun and Mohan, 2012) but also for low-tech SMEs for "product and process innovations", "new sources of supply", "exploitation of new markets", and "development of new ways to organise business" (Szirmai et al, 2011 p. 5). Prior studies evince that the main factors that may influence the innovation process of low-tech industries are learning and strategy (Bay and Çil, 2016), and firm's internal capacities and previous experiences (Belso-Martínez et al, 2013).…”

Section: Low-tech Small and Medium-sized Enterprises And Open Innovationmentioning

confidence: 99%

“…According to Vanhaverbeke (2011), SMEs in the low-tech industries face a major challenge from the commoditization of products, high labor cost, and lack of resources, which affect their ability to develop a lasting, low-cost strategy based on cost-plummeting investment and faster internationalization. Notwithstanding these problems, Bay and Çil (2016) hinted that low-tech SMEs have a myriad of options when searching for innovation. Similarly, Vanhaverbeke (2011) noted that while it is true that innovation appears like a great enigma for SMEs with limited R&D capabilities, open innovation is significantly feasible for them due to the range of options that can be spotted extramurally and the possible collaborations with other firms.…”

Section: Examining Open Innovation Practicesmentioning

confidence: 99%

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Examining open innovation practices in low-tech SMEs: insights from an emerging market

Oduro

2019

JSTPM

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Purpose Much of the scholarly works on open innovation have significantly highlighted the application of the model in high-tech industries in the developed world. However, how the phenomenon applies in low-tech small and medium-sized enterprises (SMEs) in developing countries is still marginal and lacks substantive research. This study aims to draw on the network theory of innovation to examine the open innovation orientations of low-tech SMEs in an emerging market context, particularly Ghana. Design/methodology/approach The research design used was a qualitative–quantitative approach: the qualitative phase of the study, involving 31 low-tech SMEs, used a multiple case approach through semi-structured interviews and analyzed the interview responses using NVivo statistical tool; the quantitative phase, including 706 low-tech SMEs, also used a survey questionnaire approach and descriptively analyzed data collected using SPSS statistical tool. Findings Results disclose that the low-tech SMEs’ employment of the open innovation model are preponderantly driven by commercialization purposes, knowledge acquisition motives, financial motives and strategic motives, whereas their open innovation approaches include inbound strategies (collaboration with suppliers, co-creation/customer immersion), outbound strategies (IP licensing out) and coupled strategies (strategic alliances, contract manufacturing, and joint ventures). Moreover, the findings show that the SMEs’ preferred open innovation partners include suppliers, customers, private universities and non-industry, in that order. Finally, results show that the low-tech SMEs’ open innovation advantages include market gains, strategic gains, knowledge gains, operational gains, financial gains and network gains, whereas their open innovation challenges colossally were collaboration barriers and organizational barriers. Practical implications These findings purvey valuable perceptiveness for managers, academicians and policymakers alike; they highlight the importance of open innovation to low-tech SMEs, proven strategies, challenges involved and the mechanisms for effective and efficient adoption of the open innovation model. Originality/value The value of this study reclines in the extension of open innovation research from high-tech industries in the advanced world to low-tech SMEs in emerging economies. Results of the study enrich the knowledge and understanding of how the theoretical model of open innovation is adopted and implemented by the low-tech SME sector in emerging economies.

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Section: Low-tech Small and Medium-sized Enterprises And Open Innovationmentioning

confidence: 99%

Section: Low-tech Small and Medium-sized Enterprises And Open Innovationmentioning

confidence: 99%

Section: Examining Open Innovation Practicesmentioning

confidence: 99%

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Examining open innovation practices in low-tech SMEs: insights from an emerging market

Oduro

2019

JSTPM

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“…The organization leadership should work with the senior management team on the innovation strategy that can lead to the organization's innovation efforts. In essence, the innovation strategy comprises of a master plan that houses a set of goals and direction required for effective coordination of all innovation initiatives [46]. The second dimension is an organization, which holds that the companies should ensure that their culture and structure promotes innovation [47].…”

Section: How To Manage Innovation?mentioning

confidence: 99%

“…Internal linkages can be in the form of increasing employee interaction, while the external linkages refer to good relationships with other institutions such as research institutions. If these linkages are strong, then an organization is able to reduce the amount it spends on innovation[46]. The last dimension necessary for effective innovation management is learning.…”

mentioning

confidence: 99%

Organizational Innovation: A Review Paper

Alharbi¹,

Jamil²,

Mahmood³

et al. 2019

OJBM

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In recent years, innovation is an important factor for developing organizations in a highly competitive world. Most scholars agree on the positive effect of the innovation on organization, and there are a few studies on the subject. The goal of this paper is to shed light on the definitions, types, importance and how to manage innovation. Through the review of relevant literature, this study intends to deepen our understanding of the theme and provide a comprehensive review of previous research.

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Be open to failure: Open innovation failure in dynamic environments

Zahoor

Adomako

2023

Technological Forecasting and Social Change

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How Well Do Companies Manage Innovation? An Analysis on Low-tech Industries

Cited by 4 publications

References 29 publications

Examining open innovation practices in low-tech SMEs: insights from an emerging market

Examining open innovation practices in low-tech SMEs: insights from an emerging market

Organizational Innovation: A Review Paper

Be open to failure: Open innovation failure in dynamic environments

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