Open versus closed new service development: The influences of project novelty

Hsieh, Kuo-Nan; Tidd, Joe

doi:10.1016/j.technovation.2012.07.002

Cited by 71 publications

(55 citation statements)

References 63 publications

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“…Finally, our results cannot confirm that transformation and exploitation abilities contribute to foster the influence of external search depth on radical innovation. These findings contradict the results by Hsieh and Tidd (2012), who identified a positive relationship between project novelty, intensity of interaction between actors and the use of more rich mechanisms for knowledge sharing in new service development projects in chain convenience stores. Although direct comparison of works is difficult due to the fact that this research was carried out in a very different sectoral setting, this dissimilar industrial context may help explain why our results are not consistent with theirs.…”

Section: Discussioncontrasting

confidence: 99%

External knowledge search, absorptive capacity and radical innovation in high-technology firms

Flor

Cooper

Oltra

2018

European Management Journal

275

223

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Section: Discussioncontrasting

confidence: 99%

External knowledge search, absorptive capacity and radical innovation in high-technology firms

Flor

Cooper

Oltra

2018

European Management Journal

275

223

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“…A first subsection of publications describes the determinants of successful implementation mechanisms, best practices and tools in general (Traitler and Saguy 2009;Hopkins et al 2011;Mortara and Minshall 2011;Remneland-Wikhamn and Wikhamn 2011;Hsieh and Tidd 2012). These publications denote the novelty of projects, the nature of existing resources, the timing of implementation and the existing organizational culture as the most important determinants.…”

Section: Cluster D: External Technology Commercialization (33 Items)mentioning

confidence: 99%

Exploring the scope of open innovation: a bibliometric review of a decade of research

2015

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The concept of open innovation has attracted considerable attention since Henry Chesbrough first coined it to capture the increasing reliance of firms on external sources of innovation. Although open innovation has flourished as a topic within innovation management research, it has also triggered debates about the coherence of the research endeavors pursued under this umbrella, including its theoretical foundations. In this paper, we aim to contribute to these debates through a bibliometric review of the first decade of open innovation research. We combine two techniques-bibliographic coupling and co-citation analysis-to (1) visualize the network of publications that explicitly use the label 'open innovation' and (2) to arrive at distinct clusters of thematically related publications. Our findings illustrate that open innovation research builds principally on four related streams of prior research, whilst the bibliographic network of open innovation research reveals that seven thematic clusters have been pursued persistently. While such persistence is undoubtedly useful to arrive at in-depth and robust insights, the observed patterns also signal the absence of new, emerging, themes. As such, 'open innovation' might benefit from applying its own ideas: sourcing concepts and models from a broader range of theoretical perspectives as well as pursuing a broader range of topics might introduce dynamics resulting in more impact and proliferation.

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“…In new projects that involve the development of solutions for customers, a strong interaction between the parties, with the intensive sharing of knowledge and communications with the definition of technology transfer mechanisms, has become essential (Hsieh & Tidd, 2012). However, small businesses involve themselves less in R&D collaboration processes than medium-sized enterprises (Chiaroni et.…”

Section: Accentuate Working Partnershipsmentioning

confidence: 99%

Open Innovation and Business Model: A Brazilian Company Case Study

Aranha

Garcia

Corrêa

2015

Journal of Technology Management & Innovation

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Open Innovation is increasingly being introduced in international and national organizations for the creation of value. Open innovation is a practical tool, requiring new strategies and decisions from managers for the exploitation of innovative activities. The basic question that this study seeks to answer is linked to the practice of open innovation in connection with the open business model geared towards the creation of value in a Brazilian company. This paper aims to present a case study that illustrates how open innovation offers resources to change the open business model in order to create value for the Brazilian company. The case study method of a company in the sector of pharma-chemical products was used. The results indicate that internal sources of knowledge, external sources of knowledge and accentuate working partnerships were adopted by company as strategies to offer resources to change the open business model in order to create value.

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Open versus closed new service development: The influences of project novelty

Cited by 71 publications

References 63 publications

External knowledge search, absorptive capacity and radical innovation in high-technology firms

External knowledge search, absorptive capacity and radical innovation in high-technology firms

Exploring the scope of open innovation: a bibliometric review of a decade of research

Open Innovation and Business Model: A Brazilian Company Case Study

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