Open Innovation Practices and Their Effect on Innovation Performance

Ebersberger, Bernd; Bloch, Carter; Herstad, Sverre J.; Velde, Els Van de

doi:10.1142/s021987701250040x

Cited by 127 publications

(138 citation statements)

References 22 publications

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“…The active search for innovation ideas and the joint implementation of innovation projects with other partners will require time to mature before their effect materializes in product or process innovations or in sales of innovative products. Inbound OI activities, both idea searching and alliances, are dynamic capacities which strengthen a firm's internal competencies and help sustain competitive advantages (Eisenhardt and Martin, 2000;Sarkar and Costa, 2008;Ebersberger et al, 2012).…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

Open innovation in the food and beverage industry

Sáez

Cruz‐Cázares

García‐Marco

et al. 2017

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Purpose: The aim of this paper is to extend our knowledge into the relationship between open innovation and firm innovative performance. Specifically, we aim to determine whether the benefits of OI practices are different for Food and Beverage (FnB) firms as compared to those of other sectors. The FnB industry is relevant in terms of employment GDP generation in the UE, characterised by high integration and low-tech intensity. Methodology: In order to achieve our goal and obtain robust results, we consider four open innovation dimensions and four innovation performance measures using panel data (2004)(2005)(2006)(2007)(2008)(2009)(2010)(2011) from 10,771 FnB and non-FnB firms using Tobit and Logit models by random effects. Findings: We test and confirm the presence of the classical inverted U-shape relationship between OI and firm innovative performance for FnB and non-FnB companies. However, the optimal number of external sources of knowledge used is lesser for FnB than the rest of the companies. Originality: The article compares the OI effects in a tradicional and low-tech industry vs other industries considering four innovation outputs (product innovations, process innovations, incremental and radical innovation).

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Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

Open innovation in the food and beverage industry

Sáez

Cruz‐Cázares

García‐Marco

et al. 2017

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“…Harvard Business Review, 26 (3), 3-17. 11 Ebersberger B. , Bloch, C. , Herstad, S. J. , Van De Veld, E. (2010 sonucuna ulaşmışlardır.…”

Section: Açık İnovasyonun (Open Innovation) öNemiunclassified

Açık İnovasyonun Rekabet Stratejisi Üzerine Olan Etkileri

Pado¹

2016

IBAD

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ÖzetGünümüzdeki yüksek rekabetçi iş ve ekonomi dünyasında her işletmenin hedefi rakiplerine göre rekabet üstünlüğü, daha fazla kar, uzun süreli bir yaşam ömrüdür. Fakat işletmeler bu hedeflerini artık o kadar kolay gerçekleştirememektedir. Çünkü çevresel değişimler önceye göre çok daha hızlı ve komplekstir. İşletmeler yaşamlarını sürdürebilmek için, düzenli olarak yeni ürün ve hizmet üretmek zorundadırlar. Her yeni inovatif ürün ve hizmet üretimi için daha fazla kaynağa ihtiyaç duyar, eğer bu ürün pazarda başarısız olursa, bu durum kaynak israfının dışında da işletme için yeni farklı riskleri beraberinde getirecektir. İşletmeler, bu riskleri en aza indirmek ve pazarda rekabet avantajı artırmak için inovasyon paradigmasını değiştirdi. Son yıllarda işletmeler açık inovasyon yaklaşımlarının yoğun olarak kullanmaya başladı. Açık inovasyon kavramı hem akademik, hem tüm endüstriyel sektörlerde fazla ilgi görmektedir. Bu çalışmanın temel amacı, açık inovasyonun özelliklerini ve onun rekabet üstünlüğüne etkisini incelemek.Anahtar Kelimeler: Açık İnovasyon, İnovatif Ürün, Rekabet Üstünlüğü, Stratejik Yaklaşım THE INFLUENCE OF OPEN INNOVATION ON COMPETITIVE STRATEGY AbstractIn today's highly competitive business environment the goal of each organisation is to gain competitive advantage, high profit and longer lifetime more than competitors. But companies can't realize this goal so easy, because environmental changes are so fast and complicated per before. In order to survive, companies must be produce new products and services on a regular basis. Every new innovative product or service need more resources, if the new product is unsuccessful in the market, this situation can bring more risk to company. Companies changed the innovation paradigm to minimize these risks and to increase competitive advantage in the market.

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“…4 The same construct is used by Chen et al (2011), but they refer to it as the scope of openness. Grimpe and Kaiser (2010) and Ebersberger et al (2012), on the other hand, use the same construct and terminology as in our study, that of cooperation breadth. We cannot investigate the effect of the depth of cooperation due to a lack of information on the intensity of cooperative ties.…”

mentioning

confidence: 92%

“…3 Some authors use these concepts to investigate how the breadth and depth of other factors besides the use of external knowledge sources affect innovation performance, such as: cooperation for innovation (see Grimpe and Kaiser, 2010;Chen, Chen, and Vanhaverbeke, 2011;Ebersberger et al, 2012); innovation objectives (see Leiponen and Helfat, 2010); and types of innovation (see Gronum, Verreynne, and Kastelle, 2012). We follow the former line of investigation and explore how breadth of cooperation influences SME innovation performance.…”

mentioning

confidence: 99%