Open Strategies and Innovation Performance

Barge‐Gil, Andrés

doi:10.1080/13662716.2013.849455

Cited by 59 publications

(44 citation statements)

References 110 publications

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“…Compared to existing literature on performance outcomes of openness, which primarily uses the Community Innovation Survey data and relies exclusively on some indicators of inbound openness (e.g. Barge-Gil, 2013;Fosfuri and Tribó, 2008;Laursen and Salter, 2006), this paper adds a practice-based perspective to the study of OI. Our findings extend work on simultaneously analysing the inbound and the outbound dimensions (Burcharth et al, 2014).…”

Section: Discussionmentioning

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: Discussionmentioning

confidence: 99%

“…These proxies have been extensively used in the literature to illustrate innovation performance (Laursen and Salter, 2006;Knudsen, 2007;Barge-Gil, 2013). Whereas "product innovation" is a binary variable (yes/no), "innovation sales" is double censored and highly skewed, as its distribution is truncated close to 0.…”

Section: Dependent Variablesmentioning

confidence: 99%

The role of employee autonomy for open innovation performance

Burcharth

Knudsen

Søndergaard

2017

BPMJ

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“…This indicator is used frequently in studies of innovation (for a review see e.g. Barge‐Gil ). Its main advantages are that it provides a measure of the economic success of innovations, is applicable to all sectors, allows types of innovations to be distinguished, and allows the definition of continuous variables, which contribute to the development of econometric analyses (Kleinknecht et al ).…”

Section: Data Variables Definition and Methodologymentioning

confidence: 99%

The influence of Science and Technology Park characteristics on firms' innovation results

Albahari

Barge‐Gil

Pérez-Canto

et al. 2018

Papers in Regional Science

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The effectiveness of Science and Technology Parks (STPs) as instruments of innovation policy has generated thriving debate among academics, practitioners and policy makers. However, research mostly does not consider STPs' heterogeneity. The present paper analyses the influence of different STP characteristics on their tenants' performance. Using data on 849 firms and 25 STPs from the 2009 Community Innovation Survey for Spain and a survey of STP managers respectively, we find that: (i) firms located in very new or longer established STPs show better innovative performance; (ii) the size of the STP and its management company positively affects the innovative performance of tenants while services provision has no effect on firms' achieving better results; and (iii) firms in less technologically developed regions benefit more from location in an STP.2

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“…In open innovation, the majority of studies used aggregate measures of inbound practices investigating impacts of search depth and breadth (Laursen and Salter, 2006;Chiang and Hung, 2010), ease of knowledge access (Un et al, 2010), knowledge sourcing strategies (Fey and Birkinshaw, 2005;Kang and Kang, 2009;Kim and Park, 2010;Santamaria and Surroca, 2011) and degrees of openness (Innauen and Schencker-Wicki, 2011;Barge-Gil, 2013) on innovation performance. Only a few studies are available on the linkages between one specific inbound practice such as user involvement and innovation performance (Enkel et al, (2009) and Mazzola et al, (2012) for an overview).…”

Section: User Involvement and Innovation Performancementioning

confidence: 99%

“…Users can serve as important external resources for the innovation activities of established firms and in this sense as an important channel of "open innovation", the phenomenon that has been widely examined by many scholars in the last decade (see e.g., Gassmann et al, 2010;Enkel et al, 2011;Barge-Gil, 2013). Even if there are many studies on user innovation, 1 relatively little attention has † Corresponding author.…”

Section: Introductionmentioning

confidence: 99%

Opening Up the Innovation Process: Outside-in Involvement of Innovative Users and Established Firms' Innovation Performance

Arvanitis

Fuchs

Woerter

2015

Int. J. Innov. Mgt.

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Innovation outcome measures are an important indicator of the economic potential of user involvement. Therefore, this study assesses empirically the relationship between users' knowledge as an input factor to innovation and firms' innovation success. The results strongly support the hypotheses: (i) that users have the potential to essentially improve the innovative performance of firms; (ii) that the method of interaction during the innovation process and the characteristics of involved users matter as well. The more firms make use of emphatic design and interact with advanced and lead users, the stronger is the relationship between access to users' knowledge and firm innovation success measured in sales of innovative products.

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Open Strategies and Innovation Performance

Abstract: Scholarly interest in the relationship between open strategies and innovation performance has been unfailing, and in recent years has even increased. The present paper focuses on inbound open strategies and reviews various approaches

Cited by 59 publications

References 110 publications

The role of employee autonomy for open innovation performance

The role of employee autonomy for open innovation performance

The influence of Science and Technology Park characteristics on firms' innovation results

Opening Up the Innovation Process: Outside-in Involvement of Innovative Users and Established Firms' Innovation Performance

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