Limiting factors of open innovation organizations: A case of social product development and research agenda

Abhari, Kaveh; McGuckin, Summer

doi:10.1016/j.technovation.2022.102526

Cited by 42 publications

(15 citation statements)

References 70 publications

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“…4.1 Theoretical contributions OI communities typically function as a strategic lever for organizational innovation, with much research focusing on the organizational benefits of dispersed creativity (Chesbrough and Bogers, 2014;Mahr et al, 2014). However, recent examples demonstrate the fragility of these OI communities and their dependence on active contributions of individual community members, potentially resulting in relatively high OI failure rates (Abhari and McGuckin, 2022). To avoid OI communities to stall, be abandoned or close due to inactive members, this research embarked on understanding the individual and social determinants that enhance cocreativitythe individual generation of novel ideas and the collective advancing of those ideas in the OI community.…”

Section: Discussionmentioning

confidence: 99%

“…new product development teams), minimize risk and increase the likelihood of relevant innovation outcomes (Fleming and Waguespack, 2007). While OI has emerged as an important pathway to sustaining innovation, there remain many challenges associated with managing OI communities and success is far from guaranteed (Abhari and McGuckin, 2022). Extant literature often investigates the intraorganizational challenges (Salter et al ., 2015) or challenges associated with governance and intellectual property (Dahlander et al ., 2008).…”

Section: Theoretical Background and Hypotheses Developmentmentioning

confidence: 99%

“…For instance, unlocking the desire to be an active OI community member and tapping into members’ creativity can be challenging (Lauritzen, 2017). As many OI communities subsequently struggle, fail or become too costly (Abhari and McGuckin, 2022), academic and business literatures provide plenty of examples where OI communities have stalled, been abandoned or closed (von Briel and Recker, 2017). OI communities can thus be a risky endeavor with far from guaranteed success.…”

Section: Introductionmentioning

confidence: 99%

“…willingness to cocreate and participation in collaborative innovation). This dual consideration of individual and social determinants in OI communities helps shift necessary attention to nonfirm-centric OI factors (Abhari and McGuckin, 2022). On a related note, by demonstrating self-enrichment as an important member benefit as part of the OI process, we help rebalance extant firm-centric views on OI outcomes (Benkler, 2017).…”

Section: Introductionmentioning

confidence: 99%

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Member (co)creativity in open innovation communities

Laud

Conduit

Karpen

2023

EJM

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Purpose Organizations increasingly seek to leverage open innovation (OI) communities to generate and advance novel ideas through collaborative innovation efforts of their members. However, success is far from guaranteed, as OI communities can only thrive depending on individual and collective member contributions. This study aims to examine individual and social determinants that encourage members to first generate novel ideas, then collaboratively advance these ideas through cocreation with other members, a process this study terms member “(co)creativity.” Design/methodology/approach A survey design was used to collect data from 301 OI community members, which this study analyzed through component-based structural equation modeling using the partial least squares (PLS) method. Findings Drawing on componential theory of creativity and innovation, this study demonstrates the role of members’ creative identity, creative self-efficacy and domain-relevant knowledge as determinants for their novel idea generation. While novel idea generation leads to members’ participation in collaborative innovation, this relationship is partially mediated by members’ willingness to cocreate in this process. This process is further conditioned by social determinants and leads to members’ creative self-enrichment as a result of collaborating in OI communities. Research limitations/implications Taking a member perspective, this study advances marketing innovation theorizing by investigating critical determinants of effective OI communities, informing managers about success factors that promote collaborative innovation in OI communities. Practical implications This helps overcome rather reductionist innovation models and highlights interdependencies between the individual and social determinants from a theoretical perspective while helping managers better understand important OI member profiles and social aspects that can foster the success of OI communities. Originality/value To the best of the authors’ knowledge, this study is the first to examine the notion of member (co)creativity in OI communities and its determinants for effective collaborative innovation. This study also demonstrates self-enrichment as an important outcome of (co)creativity.

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Section: Discussionmentioning

confidence: 99%

Section: Theoretical Background and Hypotheses Developmentmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Member (co)creativity in open innovation communities

Laud

Conduit

Karpen

2023

EJM

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“…Historically, SMEs had difficulty keeping up with the rate of innovation due to a lack of an appropriate organisational structure that could adopt open innovation practices [17]. One of the most important steps that SMEs should take during the implementation of open innovation processes is to connect internal and external actors.…”

Section: Introductionmentioning

confidence: 99%

SME Engagement with Open Innovation: Commitments and Challenges towards Collaborative Innovation

Annamalah

Aravindan

Raman

et al. 2022

Journal of Open Innovation: Technology, Market, and Complexity

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The open innovation concept is a comparatively new model, and there is an absence of empirical evidence to support a conclusive determination of the factors that affect open innovation, especially in terms of behaviour and costs. Researchers have proposed a variety of methods and techniques for characterising open innovation, but those metrics are overly broad because new approaches that demonstrate current practices were not included. As a result, it is critical to recognise new methods in developing countries to assist SMEs in understanding open innovation and its practices. As such, this study aims to bridge the gap in the literature pertaining to behavioural and cost factors that impact the adoption of open innovation, with an appropriability regime as a moderating factor in determining the success of adoption. This research was undertaken to study the effects of organisational citizenship behaviours, organisational culture, managerial ties, and transactional costs (the predictor variables) on the adoption of open innovation (the criterion variable) and to study the moderating role of an appropriability regime on these relationships. The research used cross-sectional data from a survey of 376 SMEs in Malaysia. This study used quantitative methodology and suitable statistical methods; 376 SME owners, managers, and high-ranking executives participated and completed the survey. A simple random sampling technique was used, and PLS–SEM regression was employed to test the related hypothesis variables. The theories adopted in this research, namely the social exchange theory and the actor–network theory, pave the way for quantitative research. The results revealed that organisational citizenship behaviours predict open innovation positively and significantly. A highly integrative culture was also found to relate positively to open innovation. In addition, managerial ties and transactional costs were found to facilitate open innovation. With respect to open innovation, appropriability regimes were found to strongly moderate the relationships between managerial ties and transactional costs. However, appropriability regimes did not strongly moderate the relationships between organisational citizenship behaviours and organisational culture.

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