Managing Open Innovation Projects with Impact

Problem Types and Open Innovation Governance Modes: A Project-Level Empirical Exploration

“…Extensive research has investigated the organization and implementation of OI at the firm level (i.e., firm-centric view) [6,19,31,32]. However, recent works on OI have called for project-level analyses (i.e., problem-centric view) [18,33], since problems can be very different in nature, even within the same firm [12].…”

“…In this case, Pfizer aimed to design a tech-enabled locker for prefilled syringes. Essentially, this was a way to ensure that people taking medication by use of a syringe are actually adhering to prescribed protocol doses [12]. The design of the syringe locker was a relatively simple problem as it was well defined and independent from other technical or market-related factors and challenges.…”

“…Firms can use OI to address very different problems. For example, a wide variety of products, including cleaning products [11], energy storage devices [12], automobiles [13,14], and commercial aircraft [15,16], have come to fruition through various OI modes. Moreover, in a recent multiple case study, Brunswicker, et al [12] showed that, even within the same firm, different problems are addressed using different OI modes.…”

“…For example, a wide variety of products, including cleaning products [11], energy storage devices [12], automobiles [13,14], and commercial aircraft [15,16], have come to fruition through various OI modes. Moreover, in a recent multiple case study, Brunswicker, et al [12] showed that, even within the same firm, different problems are addressed using different OI modes. These differences in the same firm hint at the importance of considering problem attributes as a key driver in OI mode selection, and call for a downward theoretical shift in the level of analysis from firm-to project-level.…”

How Does Outside-In Open Innovation Influence Innovation Performance? Analyzing the Mediating Roles of Knowledge Sharing and Innovation Strategy

“…Accordingly, a recent case study on the Lilly Open Innovation Drug Discovery (OIDD) platform describes Lilly as tapping into external knowledge to develop successful innovations. Through the OIDD platform, Lilly has met a great number of scientists who can help its internal research teams develop new and/or improved drugs and biopharmaceuticals; and this has boosted innovation performance [37]. In this line, in a cross-industrial study on Dutch firms, Belderbos, et al [38] found that by engaging in outside-in OI with external partners (i.e., competitors, suppliers, customers, and universities or research institutions) on R&D projects, firms are likely to boost their innovation performance in terms of percentage of total sales resulting from new products or services.…”