Open Innovation and Business Model: A Brazilian Company Case Study

Aranha, Elzo Alves; Garcia, Neuza Abudd Prado; Corrêa, Giselle Christina

doi:10.4067/s0718-27242015000400010

Cited by 21 publications

(10 citation statements)

References 37 publications

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“…One of the emerging directions on BMI research focuses on the impact of BMI on sustainability (Massa & Tucci, 2013;Stubbs & Cocklin, 2008) and circular economy (Lewandowski, 2016;Mentink, 2014). The other, already much more recognized pertains to open innovation (Chesbrough, 2013), which requires the adoption of new, open business models (Aranha, Abudd, Garcia, & Corrêa, 2015;Chesbrough, 2007Chesbrough, , 2010. Moreover, such models may impact business model innovation in complementary markets, due to the reconfiguration of downstream activities and capabilities (Gambardella & McGahan, 2010;Zott, Amit, & Massa, 2011b).…”

Section: Business Model Innovationmentioning

confidence: 99%

“…Forms of academic entrepreneurship (Klofsten & Jones-evans, 2000;Louis et al, 1989) New activities to address customers' needs (Zott & Amit, 2010) Adding new tasks or public services E-government (Moon, 2002) Novel ways of linking activities addressing customers' needs/ Reconfiguration of existing BM (Amit & Zott, 2012;Massa & Tucci, 2013) Link activities in novel ways Patchwork App -innovative application for social workers (Design Commission, 2013); Cooperative contracting (Reichard, 2002) Changing which parties perform an activity (governance) (Amit & Zott, 2012) Changing which parties perform an activity Contracting out; Privatization (Reichard, 2002) Cross-industry adaptation a business model (Enkel & Mezger, 2013) Applying business model from one type of PO to another, or from industry to PO Forms of marketization may be applied to different service sectors (Reichard, 2002) Open business models (Aranha et al, 2015;Chesbrough, 2007) Allowing citizens participation in public service creation and delivery or performing public tasks Participatory budget in Porto Alegre, or public-private partnership like Villa Family (Bovaird, 2007) Circular business model innovation (Lewandowski, 2016;Mentink, 2014) Applying circular economy principles to public organization…”

Section: Public Sector Business Model Innovationmentioning

confidence: 99%

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Public Sector Entrepreneurship and the Integration of Innovative Business Models

Lewandowski¹,

Kożuch²

2017

Advances in Public Policy and Administration

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Improvement of public services and raising the citizens' quality of life is one of the biggest concerns of public sector. Changing the way public organizations operate could support such an improvement. In this regard, business model framework is an emerging field of research that could shed some new light. Yet, in case of public organizations, business model innovation remains heavily underexplored. The purpose of this chapter is threefold, to indicate and discuss the opportunities of adapting the business model innovation theory to public organizations, to conceptualize its theoretical framework, and to explore the role of public service design in the process of innovating public sector business models.

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Section: Business Model Innovationmentioning

confidence: 99%

Section: Public Sector Business Model Innovationmentioning

confidence: 99%

Public Sector Entrepreneurship and the Integration of Innovative Business Models

Lewandowski¹,

Kożuch²

2017

Advances in Public Policy and Administration

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“…Different perspectives related to OI have been studied in the context of developing countries, such as a case study on the link between OI and the open business model in Brazil (Aranha, Prado Garcia, & Corrêa, 2015), the impact of the external environment on OI in Russia (Savitskaya & Podmetina, 2013), the impact of OI on financial performance in India (Kafouros & Forsans, 2012), diverse topics related to OI in China (Fu, Li, Xiong, & Chesbrough, 2014;Fu & Xiong, 2012;Savitskaya, Salmi, & Torkkeli, 2010;Wang, Vanhaverbeke, Roijakkers, & Chen, 2011;Xiaobao, Wei, & Yuzhen, 2013), and factors that motivate and prevent OI's adoption in Turkey (Sağ, Sezen, & Güzel, 2016). However, OI insights in the context of Indonesian firms are scarce, especially OI studies that exploit innovation data that is comparable with the Community Innovation Survey (CIS), which has been used extensively in developed countries in Europe.…”

Section: Introductionmentioning

confidence: 99%

Searching Widely or Deeply? The Impact of Open Innovation on Innovation and Innovation Performance Among Indonesian Manufacturing Firms

Hartono

Kusumawardhani

2018

J. Indones.Econ.Bus.

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Since the term Open Innovation (OI) was coined by Henry Chesbrough in 2003, OI studies have been frequently conducted. Surprisingly, OI insights, in the context of Indonesian firms, are scarce. Furthermore, there are no existing OI studies that use data derived from innovation surveys. Hence, this study attempts to close the gap in the literature, by providing insights into Indonesian firms’ openness toward external knowledge, and its impact on innovation performance. The main aim of this study is to investigate the impact of OI practices on Indonesian manufacturing firms’ propensity to innovate (i.e. their product, process, organization, and marketing) and innovation performance. Product and process innovations are grouped under the term technological innovation, while organization and marketing innovations are classified as non-technological innovation. Data used in this study were derived from the Indonesia Innovation Survey (IIS) 2011 that covered the period from 2009-2010. Following Laursen and Salter’s (2006) study, OI indicators consist of external search breadth (i.e. the number of external sources or search channels that firms rely upon in their innovative activities) and depth (the extent to which firms draw deeply from the different external sources or search channels) in innovation process. Undertaking logistic and tobit regressions, this study shows that in general, both breadth and depth significantly and positively affect technological and non-technological innovation, as well as innovation performance. However, the over-search on external knowledge, measured by breadth squared and depth squared, negatively and significantly influence innovation and innovation performance. This indicates that too much external knowledge, sourced during the innovation process will diminish the return of innovation. This study also finds an indication of a complementary relationship existing between internal R&D and external knowledge; meaning that the implementation of one knowledge-sourcing strategy (either sourcing from internal R&D or external knowledge) increases the marginal returns from another. Lastly, important implications related to theoretical and innovation strategies are proposed.

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“…An explanation for that could be related with the business model driving the venture (Chesbrough 2010;Teece 2010;Morris et al 2005). Business models play a fundamental role in the success of innovation, which requires the formulation and articulation of a relevant business concept, as demonstrated in Aranha et al (2015) to service innovation and in Zilber and Araujo (2012) to e-business adoption.…”

Section: Introductionmentioning

confidence: 99%

Proposal for a Method for Business Model Performance Assessment: Toward an Experimentation Tool for Business Model Innovation

Batocchio

Minatogawa

Anholon

2017

Journal of Technology Management & Innovation

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Abstract:The representation of business models has been recently widespread, especially in the pursuit of innovation. However, defining a company's business model is sometimes limited to discussion and debates. This study observes the need for performance measurement so that business models can be data-driven. To meet this goal, the work proposed as a hypothesis the creation of a method that combines the practices of the Balanced Scorecard with a method of business models representation -the Business Model Canvas. Such a combination was based on study of conceptual adaptation, resulting in an application roadmap. A case study application was performed to check the functionality of the proposition, focusing on startup organizations. It was concluded that based on the performance assessment of the business model it is possible to propose the search for change through experimentation, a path that can lead to business model innovation.

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Open Innovation and Business Model: A Brazilian Company Case Study

Cited by 21 publications

References 37 publications

Public Sector Entrepreneurship and the Integration of Innovative Business Models

Public Sector Entrepreneurship and the Integration of Innovative Business Models

Searching Widely or Deeply? The Impact of Open Innovation on Innovation and Innovation Performance Among Indonesian Manufacturing Firms

Proposal for a Method for Business Model Performance Assessment: Toward an Experimentation Tool for Business Model Innovation

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