Open innovation: Are inbound and outbound knowledge flows really complementary?

Cassiman, Bruno; Valentini, Giovanni

doi:10.1002/smj.2375

Cited by 288 publications

(250 citation statements)

References 39 publications

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“…fear of opportunism) and organisational costs (e.g. time) (Cassiman and Valentini, 2016). These may manifest as worse time to market and product success, slower and more expensive product development projects (Knudsen and Mortensen, 2011;Czarnitzki and Thorwarth, 2012;Tranekjer and Søndergaard, 2013;Faems et al, 2010), as well as reduced market share (Fosfuri, 2006).…”

Section: Organising For Oimentioning

confidence: 99%

“…While the theoretical rationale of OI advocates for the joint adoption of inbound and outbound practices, empirical evidence challenges this complementarity argument. Interestingly, the investigation of Cassiman and Valentini (2016) reveal that buying and selling knowledge simultaneously yield a decrease in total innovation productivity.…”

Section: Organising For Oimentioning

confidence: 99%

“…Strategies emphasising open approaches to innovation have topped executive agendas in the past decade, though many companies struggle with implementation (Cassiman and Valentini, 2016). Managerial issues are a persistent conundrum.…”

Section: Introductionmentioning

confidence: 99%

“…Faems et al (2010) arrived at a negative total effect of technology alliances on profit margins and Czarnitzki and Thorwarth (2012) found no significant influence of design conducted in external collaboration on new product success. Similarly, Cassiman and Valentini (2016) discovered that concurrently conducting inbound and outbound practices reduces overall innovation productivity.…”

Section: Introductionmentioning

confidence: 99%

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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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Section: Organising For Oimentioning

confidence: 99%

Section: Organising For Oimentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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The role of employee autonomy for open innovation performance

Burcharth

Knudsen

Søndergaard

2017

BPMJ

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“…In the pursuit of innovation, many companies have adopted the open innovation approach and try to benefit from external ideas and inventions (Cassiman and Valentini, 2016;Chesbrough, 2011;Przybylska, 2013). Collecting ideas through crowdsourcing has become a common practice in open innovation (Bayus, 2013;Howe, 2006;Poetz and Schreier, 2012).…”

Section: Introductionmentioning

confidence: 99%

Combining Ideas in Crowdsourced Idea Generation

Wang

Wang²,

Tao

2017

Foundations of Management

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Collecting ideas through crowdsourcing has become a common practice for companies to benefit from external ideas and innovate. It is desirable that crowd members build on each other's ideas to achieve synergy. This study proposes and verifies a new method for idea combination which can result in combined ideas that are both novel and useful. The domain-specific knowledge of crowd members does not influence the effectiveness of such idea combination. The new method can be used for collecting highly creative ideas from the crowd. The implications for future research are discussed.

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Exploring the interplay between intellectual property models and sustainability transitions: A multi‐level analysis

Jain,

Gurtoo,

Eppinger

et al. 2024

Bus Strat Env

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Research on international technology transfer and partnership agreements provides a comprehensive understanding of country‐level impacts of intellectual property (IP) rights on sustainability transitions. However, firm‐level studies on how firms use and share their IP to support sustainability practices remains limited. The paper disentangles the relationship between firm‐level IP models and sustainability practices drawing from a cross‐case analysis of 28 firms offering sustainable innovations across four sectors. Analysis of firms' year‐wise data collected from 854 documents (typically 1996–2021) and 58 in‐depth interviews exploring linkage between IP models and sustainability practices of firms engaged in sustainable innovation provide six key findings: (a) emphasis on safeguarding registered and unregistered IP assets among firms with sustainable innovations; (b) widespread adoption of selectively open inbound IP models coupled with diverse IP sharing mechanisms; (c) a preference for collaborative (joint) IP ownership among internally driven firms, contrasting with a tendency for exclusive in‐licensing among those reacting to external pressures; (d) a divergence in outbound IP models, with internally motivated firms favouring selectively open approaches and externally driven firms favouring closed IP models; (e) the adoption of fully open outbound IP models democratize sustainable innovation diffusion; and (f) leveraging broadly open outbound IP models alongside closed or selectively open models balances widespread use with access control and achieves significant social sustainability. A framework is hence developed to guide technology‐sharing policies and procedures. Therefore, the paper creates a platform for prescribing sustainable IP incentives for encouraging firms to share IP for wider diffusion of sustainable innovations.

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Open innovation: Are inbound and outbound knowledge flows really complementary?

Cited by 288 publications

References 39 publications

The role of employee autonomy for open innovation performance

The role of employee autonomy for open innovation performance

Combining Ideas in Crowdsourced Idea Generation

Exploring the interplay between intellectual property models and sustainability transitions: A multi‐level analysis

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