Ready to be Open? Explaining the Firm Level Barriers to Benefiting From Openness to External Knowledge

Monteiro, L. Felipe; Mol, Michael J.; Birkinshaw, Julian

doi:10.1016/j.lrp.2015.12.008

Cited by 114 publications

(132 citation statements)

References 102 publications

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“…Sieg, Wallin, and Von Krogh 2010;Lüttgens et al 2014). Furthermore, there has been a limited focus on failures, costs and downsides of OI (Faems et al 2010;Laursen and Salter 2014;Monteiro, Mol, and Birkinshaw 2016). In general, future research needs to add to a better understanding of how firms can profit from OI by aligning OI strategies to the business model (Baden-Fuller and Haefliger 2013) and governing inter-organisational relationships (Hagedoorn and Zobel 2015).…”

Section: Appendixmentioning

confidence: 99%

The open innovation research landscape: established perspectives and emerging themes across different levels of analysis

Bogers

Zobel

Afuah

et al. 2016

Industry and Innovation

758

669

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(2017) The open innovation research landscape: established perspectives and emerging themes across different levels of analysis, Industry and Innovation, 24:1, 8-40, DOI: 10.1080/13662716.2016.1240068 To link to this article: https://doi.org/10. 1080/13662716.2016.1240068 Published online: 07 Nov 2016.Submit your article to this journal This paper provides an overview of the main perspectives and themes emerging in research on open innovation (OI). The paper is the result of a collaborative process among several OI scholarshaving a common basis in the recurrent Professional Development Workshop on 'Researching Open Innovation' at the Annual Meeting of the Academy of Management. In this paper, we present opportunities for future research on OI, organised at different levels of analysis. We discuss some of the contingencies at these different levels, and argue that future research needs to study OI -originally an organisationallevel phenomenon -across multiple levels of analysis. integrative framework allows comparing, contrasting and integrating various perspectives at different levels of analysis, further theorising will be needed to advance OI research. On this basis, we propose some new research categories as well as questions for future research -particularly those that span across research domains that have so far developed in isolation.

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Section: Appendixmentioning

confidence: 99%

The open innovation research landscape: established perspectives and emerging themes across different levels of analysis

Bogers

Zobel

Afuah

et al. 2016

Industry and Innovation

758

669

View full text Add to dashboard Cite

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“…Trust is the expectation that one partner will not exploit the vulnerabilities of the other when there is an opportunity to do so (Krishnan, Martin, and Noorderhaven, 2006). It is critical to inter-firm partnerships in general (Ring and Van de Ven, 1994) and external knowledge sourcing in particular (Monteiro, Mol, and Birkinshaw, 2015). Scouts understood that by developing close relationships with BU managers, those managers gradually opened up to them.…”

Section: Pierre Offered a Complementary Perspectivementioning

confidence: 99%

The external knowledge sourcing process in multinational corporations

Monteiro

Birkinshaw

2016

Strategic Management Journal

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Research summary: We study the processes through which multinational corporations (MNCs) identify and make use of external sources of knowledge. Based on a seven‐year longitudinal study of one MNC's overseas scouting unit, we show how a simple one‐directional “channelling” process gradually gave way to three higher value‐added processes, labelled “translating,” “matchmaking,” and “transforming.” Building on these insights, we develop an integrative framework, defining the conditions under which each of the four processes is likely to transpire, and showing how the stock of social capital held by the scouting unit allows it to perform increasingly high value‐added activities over time. Implications for the MNC, external knowledge sourcing, and boundary‐spanning literatures are discussed. Managerial summary: Over the years, many multinational corporations (MNCs) have created overseas “scouting” units to tap into new ideas and opportunities in leading‐edge markets, but with mixed outcomes. In this study, we describe the development of a European telecom firm's scouting unit in Silicon Valley during the 2000s, focusing on the specific approaches used by the scouting managers to build effective connections between Silicon Valley start‐ups and the firm's business units back in Europe. We identify four distinct approaches for different types of opportunities, and we observe a clear sequencing of effort over time as the scouting managers built the necessary capabilities and credibility. Copyright © 2015 John Wiley & Sons, Ltd.

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“…According to the arguments developed so far, it may be concluded that international inbound open innovation provides numerous advantages. Nevertheless, some studies, according to an alliance portfolio perspective, acknowledge that it may pose certain threats and that its proper management requires constant attention (Love et al, 2014;Monteiro et al, 2016;Wassmer, 2010). Several works have found empirical evidence that shows a negative relationship between an extensive network of international partners and firm performance (D'Ambrosio et al, 2016;Goerzen & Beamish, 2005;Lavie & Miller, 2008).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…Externalizing innovation lets firms integrate and develop new knowledge from international sources and obtain strategic innovations through an open innovation approach (Chesbrough & Crowther, 2006). This approach can shed light on circumstances in which innovation externalization leads to better international performance (Monteiro, Mol, & Birkinshaw, 2016).…”

Section: Introductionmentioning

confidence: 99%

International Inbound Open Innovation and International Performance

2017

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This work analyzes the relationship between international inbound open innovation and international performance, including the complementary role played by firms' intellectual capital. Based on a survey of 8,973 Spanish manufacturing firms, the findings confirm that externalization by means of international inbound open innovation, both strategically and financially, favours international performance measured in terms of international patents. Regarding the moderating effect of intellectual capital, the results show that both human and technological capital boost the impact of international inbound open innovation on international performance. Organizational capital also increases the benefits of financial inbound open innovation; however, it impacts negatively in the case of strategic inbound open innovation. The additional benefits of externalization may add extra value to international performance. Copyright © 2017 ASAC. Published by John Wiley & Sons, Ltd.

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Ready to be Open? Explaining the Firm Level Barriers to Benefiting From Openness to External Knowledge

Cited by 114 publications

References 102 publications

The open innovation research landscape: established perspectives and emerging themes across different levels of analysis

The open innovation research landscape: established perspectives and emerging themes across different levels of analysis

The external knowledge sourcing process in multinational corporations

International Inbound Open Innovation and International Performance

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