Open Innovation: Unveiling the Power of the Human Element

Salampasis, Dimitrios; Mention, Anne‐Laure

doi:10.1142/10056

Cited by 8 publications

(8 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Globalization, technological advancement, and other environmental factors direct firms to focus on closed innovation, which only focuses on internal research and development, to open innovation. This study covers both dimensions of open innovation: R&D, collaboration with other institutes, and considerable attention by scholars (H. Randhawa, Wilden, & Hohberger, 2016;Salampasis & Mention, 2017).…”

Section: Introductionmentioning

confidence: 99%

Role of Knowledge Creation and Absorptive Capacity: A Panel Data Study of Innovation

Hameed

Arshed

Munir

2021

SJOM

View full text Add to dashboard Cite

Purpose- Knowledge creation refers to the ability of firms to create new knowledge that starts from individuals to integrating the firms and then the overall economy. This study suggests that knowledge acquisition in a country has a significant relationship with innovative performance. Design/Methodology- Data from 48 highly HDI countries is taken from World Bank and World Economic Forum. Based on 480 country-year observations in a panel mediator model, it is revealed that the national efforts of boosting knowledge acquisition influence the firms’ innovative performance. Findings- Further, it is found that absorptive capacity in the employability of knowledgeable workers works as a mediator between knowledge acquisition and innovation. Whereby higher knowledge acquisition leads to higher absorptive capacity and higher innovation. Practical Implications- This study builds a quantitative model for the macroeconomic context of knowledge-based view.

show abstract

Section: Introductionmentioning

confidence: 99%

Role of Knowledge Creation and Absorptive Capacity: A Panel Data Study of Innovation

Hameed

Arshed

Munir

2021

SJOM

View full text Add to dashboard Cite

show abstract

“…Overlooking this fact is regarded as a major threat to the co-innovation model (Coras and Tantau, 2014), because risk affects the viability of actor retention strategies in co-innovation networks (Souza et al 2009;. Hence, understanding and addressing individual risks as one of the major hindrances of co-innovation success is an important field of study (Salampasis and Mention, 2017).…”

Section: Introductionmentioning

confidence: 99%

A risk worth taking? The effects of risk and prior experience on co-innovation participation

Abhari

Davidson

Xiao

2018

INTR

View full text Add to dashboard Cite

Purpose Co-innovation networks face the important challenge of cultivating collective innovation outcomes while also preserving the interests of individual contributors. Addressing this challenge requires first understanding and then managing individuals’ perception of co-innovation risks. The purpose of this paper is to provide a meaningful approach to addressing co-innovation risks using a valid and reliable model to assess actors’ perception of risk and examine its effect on actor co-innovation behavior. Design/methodology/approach The construct of co-innovation risk from the actor’s perspective was conceptualized based on a case study of a co-innovation network. The measurement items underwent a pilot study and a field study to establish the necessary reliability and validity. This paper also empirically assesses a nomological network that illustrates the effect of risk on co-innovation behavior with a moderating effect of prior experience. Findings Co-innovation actors perceived four different individual risks: time, social, intellectual property right, and financial. The empirical results from the field study demonstrate a high degree of confidence in both translation validity and criterion-related validity. Negative effects of perceived co-innovation risk on actors’ continuous intention to ideate, collaborate, and communicate in co-innovation were evident, but prior experience moderated these relationships. Originality/value Drawing from co-innovation and individual risk literature, this study develops and validates a general instrument to measure co-innovation risk from the actors’ perspective. The result is a reliable and parsimonious instrument with 15 items, which contributes significantly to future empirical investigations of co-innovation behavior on virtual platforms.

show abstract

“…According to Petroni et al (2012), open innovation influences R&D personnel for their role in inter-organizational innovation activities. When open innovation comes into the debate, the dynamics of organizational and individual collaboration merge and need to be managed with a human-centric approach, rather than an organizational-centered one, as individuals deal with the uncertainty of the 'give-and-take' of the collaboration that generates innovation (Salampasis and Mention, 2017;Webb 2017). This 'give-and-take' is the source of innovation as it comes from the above-mentioned knowledge flows.…”

Section: Open Innovation and Organizational Identitymentioning

confidence: 99%

Why Open Innovation is Easier Said Than Done: An Organizational Identity Perspective

Mahdad¹,

Marco²,

Piccaluga³

et al. 2020

jim

View full text Add to dashboard Cite

In this article, we explore and interpret organizational identity transformation associated with open innovation strategy of the largest telecommunication company in Italy, Telecom Italia (TIM). When TIM established eight joint laboratories within five major Italian universities to benefit from opening its business model, it transferred some of the R&D employees to the new laboratories to work with the university scientists. This organizational transformation created underexplored conditions for R&D employees engaged in the open innovation activities of the firm. Our interpretive phenomenological analysis (IPA) answers the question of “How do R&D employees experience organizational identity change in the process of open innovation?”. We based our analysis on interpreting lived experiences of 14 employees. Studying the phenomena of organizational identity change during the process of open innovation implementation suggests the following: (1) The process of open innovation through mobility of skilled R&D employees triggers organizational identity ambiguity and change, (2) Organizational identity ambiguity phase in the process of open innovation can be shortened by the support of parent company and managerial skills highlighting sensemaking mechanisms, (3) Constructing a shared organizational identity with university members involved in this process is an undeniable element of OI success for this strategy. We contribute to the literature by establishing linkages among organizational identity and open innovation and by building on recent works on the role of individuals within open innovation ecosystem. Our qualitative analysis draws on a conceptual framework for open innovation and organizational identity transformation.

show abstract

Open Innovation: Unveiling the Power of the Human Element

Cited by 8 publications

References 0 publications

Role of Knowledge Creation and Absorptive Capacity: A Panel Data Study of Innovation

Role of Knowledge Creation and Absorptive Capacity: A Panel Data Study of Innovation

A risk worth taking? The effects of risk and prior experience on co-innovation participation

Why Open Innovation is Easier Said Than Done: An Organizational Identity Perspective

Contact Info

Product

Resources

About