Open Innovation for Wicked Problems: Using Proximity to Overcome Barriers

Ooms, Ward; Piepenbrink, Roel

doi:10.1177/0008125620968636

Cited by 23 publications

(15 citation statements)

References 40 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Although we also observed such attempts at SOO, the changing involvement of stakeholders precluded time for trust-building interactions required for mutual (re)alignment. Authoritative closures can be helpful in this regard as they can alleviate the tensions between individual goals and shared objectives (O'Mahony & Ferraro, 2007), and direct their efforts towards shared goals even when time is scarce (Endrissat & Islam, 2021) while reducing inertia due to a lack of social, cognitive, and organizational proximity between participants (Ooms & Piepenbrink, 2021). Therefore, authoritative closures-e.g.…”

Section: Distributed Orchestration Of Open Innovationmentioning

confidence: 99%

“…Because these problems have no apparent owner and affect a multitude of stakeholders in diverse ways, their solution often hinges upon the involvement of various stakeholders who bring different perspectives throughout the OI process. When such OI initiatives involve a ‘wicked problem’ (Rittel & Webber, 1973), both the issues and potential solutions may be disputed by diverse stakeholders who possess divergent understandings (Ooms & Piepenbrink, 2021). As the underlying problems are often ill-defined and poorly understood, the involved stakeholders need to continuously (re)frame the issue (Head, 2019) and (re)align their perspectives (Seidl & Werle, 2018).…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Orchestrating Open Innovation through Punctuated Openness: A process model of open organizing for tackling wicked multi-stakeholder problems

Diriker

Porter

Tuertscher

2022

Organization Studies

View full text Add to dashboard Cite

Orchestrating open innovation initiatives characterized by frequent changes in stakeholders and activities can be a daunting task. As these initiatives need to adapt to the constantly changing requirements of the process, they can benefit from an open organizing approach that enables the direct participation of stakeholders, not only in the innovation process but also in its orchestration. Building on the constitutive view on open organizing, we argue that the interactions among various stakeholders can be orchestrated by an open organizing process complemented by elements of closure. However, determining when and how to deploy a closure to complement open organizing remains a practical and theoretical puzzle. We address this puzzle through a longitudinal field study of an award-winning open innovation initiative tackling the sustainability challenges of oceans. We show when and how temporary closures can catalyse the participation of diverse stakeholders across phases, while opening up the organizing process to participatory fine-tuning allows the orchestration to evolve with the changing requirements of the process. By emphasizing the temporal dimension of deploying closure in open organizing, we develop a process model explaining how punctuated openness—open organizing interrupted by moments of closure—can be used as an organizing principle.

show abstract

Section: Distributed Orchestration Of Open Innovationmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Orchestrating Open Innovation through Punctuated Openness: A process model of open organizing for tackling wicked multi-stakeholder problems

Diriker

Porter

Tuertscher

2022

Organization Studies

View full text Add to dashboard Cite

show abstract

“…To start with, Ooms and Piepenbrink 40 focuses on wicked problems-problems of extraordinarily complex and uncertain nature-such as societal challenges. Based on empirical cases involving healthcare service innovations, Ooms and Piepenbrink 40 develops a proximity framework with managerial remedies to open innovation barriers in complex problems.…”

Section: About the Special Sectionmentioning

confidence: 99%

Tackling Societal Challenges with Open Innovation

McGahan

Bogers

Chesbrough

et al. 2020

California Management Review

106

View full text Add to dashboard Cite

Open innovation includes external knowledge sources and paths to market as complements to internal innovation processes. Open innovation has to date been driven largely by business objectives, but the imperative of social challenges has turned attention to the broader set of goals to which open innovation is relevant. This introduction discusses how open innovation can be deployed to address societal challenges—as well as the trade-offs and tensions that arise as a result. Against this background we introduce the articles published in this Special Section, which were originally presented at the sixth Annual World Open Innovation Conference.

show abstract

“…The closer the geographical proximity, the greater the likelihood of face-to-face and in-depth communication between members. This is conducive to the spread of tacit knowledge and reduce the risk of digital green caused by information asymmetry [43]. Moreover, DGI personnel have a similar educational background, which is conducive to the development of LDGIN.…”

Section: Ldgin and Dgi Of Manufacturing Enterprisesmentioning

confidence: 97%

Insight into the Balancing Effect of a Digital Green Innovation (DGI) Network to Improve the Performance of DGI for Industry 5.0: Roles of Digital Empowerment and Green Organization Flexibility

Yang

Yin

2022

Systems

View full text Add to dashboard Cite

Under the background of double carbon target and digital intelligence era, the innovation resources and innovation environment that manufacturing enterprises rely on have shown exponential growth. Digital green innovation (DGI) has gradually become the mainstream paradigm of innovation. How to achieve a balance between a local DGI network (LDGIN) and a remote DGI network (RDGIN) and how to use the role of digital empowerment and green organization flexibility to improve the performance of DGI are very important issues facing manufacturing enterprises at present. However, this problem has not been fully addressed in the existing research. In this study, the influence mechanism of LDGIN and RDGIN on the DGI performance of manufacturing enterprises was revealed, considering the moderating role of digital empowerment and green organization flexibility. The linear regression method was used to analyze the 562 valid data obtained by questionnaire survey. The results of this study are as follows. The effect of the DGI network on manufacturing enterprises’ DGI performance is heterogeneous because of LDGIN and RDGIN. The establishment of embedded links in a DGI network inevitably requires manufacturing enterprises to pay the corresponding costs. The over-embedding of manufacturing enterprises into RDGIN will have a negative impact on DGI performance. The balance between LDGIN and RDGIN has an important impact on manufacturing enterprises’ operation. The comprehensive balance and relative balance indexes constructed in this paper show that an appropriate balance can promote the improvement of the DGI performance of manufacturing enterprises. Digital transformation and organizational structure innovation are changing the business model of manufacturing enterprises and can regulate the relationship between the LDGIN and RDGIN and the DGI performance of manufacturing enterprises. The balance of DGI network embedding in practice shows the important role and enlightening significance of local and remote search in developing countries.

show abstract

Open Innovation for Wicked Problems: Using Proximity to Overcome Barriers

Cited by 23 publications

References 40 publications

Orchestrating Open Innovation through Punctuated Openness: A process model of open organizing for tackling wicked multi-stakeholder problems

Orchestrating Open Innovation through Punctuated Openness: A process model of open organizing for tackling wicked multi-stakeholder problems

Tackling Societal Challenges with Open Innovation

Insight into the Balancing Effect of a Digital Green Innovation (DGI) Network to Improve the Performance of DGI for Industry 5.0: Roles of Digital Empowerment and Green Organization Flexibility

Contact Info

Product

Resources

About