Neither invented nor shared here: The impact and management of attitudes for the adoption of open innovation practices

Burcharth, Ana; Knudsen, Mette Præst; Søndergaard, Helle Alsted

doi:10.1016/j.technovation.2013.11.007

Cited by 243 publications

(165 citation statements)

References 54 publications

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“…As an alternative, we used a practice-based approach to measure openness following Burcharth et al (2014). The 11 practices were then divided into two groups: inbound and outbound OI.…”

Section: Opennessmentioning

confidence: 99%

The role of employee autonomy for open innovation performance

Burcharth

Knudsen

Søndergaard

2017

BPMJ

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. Design/methodology/approach -The study reports the results of mediation analyses conducted on the basis of survey data from 307 firms. Findings -The economic benefits of both inbound and outbound OI are fully captured only if firms provide employees with time, freedom and independence. The results show that employee autonomy fully mediates the relationship between openness and innovation sales, while the adoption of inbound OI is positively associated with the introduction of new products. Practical implications -The opening of innovation induces managers to provide employees with discretion, as OI requires high levels of flexibility and experimentation. Originality/value -The paper addresses theoretically and empirically the role of job design in the implementation of OI, while also distinguishing between the effects of inbound and outbound practices on innovation performance.

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“…As an alternative, we used a practice-based approach to measure openness following Burcharth et al (2014). The 11 practices were then divided into two groups: inbound and outbound OI.…”

Section: Opennessmentioning

confidence: 99%

The role of employee autonomy for open innovation performance

Burcharth

Knudsen

Søndergaard

2017

BPMJ

Self Cite

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“…Employee attitudes are important for the successful implementation of OI [34]. However, the few studies on employee attitudes toward external collaboration have produced inconsistent results.…”

Section: Recognition and Experiences Of Oimentioning

confidence: 99%

“…Burcharth et al (2014) argued that three facts need to be considered when interpreting attitudes: "they are learned", "they may be favorable or unfavorable," and "they represent a predisposition" [34]. Because attitudes are learned, previous experiences with implementing OI strategies may affect attitudes.…”

Section: Recognition and Experiences Of Oimentioning

confidence: 99%

Open Innovation Projects in SMEs as an Engine for Sustainable Growth

Yoon

Lee

2016

Sustainability

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Most innovation activities that are inevitable for sustainable growth are coordinated via research and development (R&D) projects, which can differ widely in terms of both project and open innovation characteristics, even when conducted within the same firm. Therefore, it is important to consider the peculiarities of R&D projects when evaluating the performance of open innovation strategies, as well as to explore how the benefits and costs of open innovation are shaped by cross-level interactions. This study identifies the differences between successful and unsuccessful open innovation projects, in both firm-level and project-level terms. We focus on small and medium enterprises (SMEs), which usually lack the full set of internal resources and competences required to effectively develop, produce, and commercialize their innovations, and thus must adopt open innovation approaches more actively for sustainability. Adopting an empirical approach, we conducted a survey of 517 Korean SMEs and analyzed 241 successful and unsuccessful open innovation projects in depth. By combining measurements at the firm and project levels, this study provides new insight into the intra-organizational challenges of implementing open innovation projects, which are not only helpful to strategic decision-makers in SMEs, but also to those who make policies for them.

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“…To date we know relatively little about how individuals within a firm handle the new challenges of OI strategies. For example, these challenges relate to how to handle the not-invented/sold here syndrome (Burcharth, Knudsen, and Søndergaard 2014), how R&D employees should not only be allocated, but also allocate their time for innovation within and/or outside the firm , and how all employees in a firm can become involved in the development of firm priorities for innovation and in development and implementation of innovative ideas (Bogers and Horst 2014). As such, there are several areas where individual-level research may contribute to advancing our understanding of OI.…”

Section: Intra-organizational Level Of Analysismentioning

confidence: 99%

The Open Innovation Research Landscape: Established Perspectives and Emerging Themes across Different Levels of Analysis

et al. 2016

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This paper provides an overview of the main perspectives and themes emerging in research on open innovation. The paper is the result of a collaborative process among several open innovation scholars-having a common basis in the recurrent Professional Development Workshop (PDW) on "Researching Open Innovation" at the Annual Meeting of the Academy of Management. In this paper, we present opportunities for future research on open innovation, organized at different levels of analysis. We discuss some of the contingencies at these different levels, and argue that future research needs to study open innovationoriginally an organizational-level phenomenon-across multiple levels of analysis. While our integrative framework allows comparing, contrasting, and integrating different perspectives at different levels of analysis, further theorizing will be needed to advance open innovation research. On this basis, we propose some new research categories as well as questions for future research-particularly those that span across research domains that have so far developed in isolation.

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Neither invented nor shared here: The impact and management of attitudes for the adoption of open innovation practices

Cited by 243 publications

References 54 publications

The role of employee autonomy for open innovation performance

The role of employee autonomy for open innovation performance

Open Innovation Projects in SMEs as an Engine for Sustainable Growth

The Open Innovation Research Landscape: Established Perspectives and Emerging Themes across Different Levels of Analysis

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