Strategizing industry structure: the case of open systems in a low-tech industry

Lecocq, Xavier; Demil, Benoît

doi:10.1002/smj.544

Cited by 78 publications

(50 citation statements)

References 21 publications

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“…The figure shows that the study of OI in SMEs is a fairly recent phenomenon. It is particularly worth noting that the first publication, which is an empirical study discussing university and industry collaborations for innovating SMEs (Fontana et al, 2006), appeared Lecocq and Demil (2006) study OI in a low-technology setting and discuss OI strategy from the viewpoint of new entrants to the industry in relation to incumbents that are practicing openness. As important early publications have shown that SMEs adopt OI in a unique way and in relation to different strategic needs than large firms, academics have started to pay more attention to the specific SME context as is evidenced by larger numbers of publications and an increasing citation count.…”

Section: Descriptive and Content Analysismentioning

confidence: 99%

A Systematic Review of the Literature on Open Innovation in SMEs

Usman¹,

Roijakkers²,

Vanhaverbeke³

et al. 2018

Researching Open Innovation in SMEs

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This chapter provides a systematic review of the open innovation (OI) research carried out within the context of small and mediumsized enterprises (SMEs). The chapter should provide an accurate understanding of current literature about OI in SMEs, and it elaborates many future research avenues. The recent increase in the number of publications in this field shows that it has gained the attention of the academicians. The existing research shows that SMEs organize and manage OI in an entirely different way from large companies. SMEs get involved in OI based on their own strategic needs, and OI mechanisms have to be designed differently for SMEs.

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Section: Descriptive and Content Analysismentioning

confidence: 99%

A Systematic Review of the Literature on Open Innovation in SMEs

Usman¹,

Roijakkers²,

Vanhaverbeke³

et al. 2018

Researching Open Innovation in SMEs

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“…Regional and national proximities along with external obstacles to innovation are the major drivers of SMEs to open their innovative activities (Idrissia et al 2012). However, Lecocq and Demil (2006) found that open systems strategy in an industry creates an entry induction phenomenon and new entrants adopt the open systems more readily than the incumbents. SMEs need to focus significantly on the selection of practices and partners (Theyel 2013).…”

Section: Searching Strategymentioning

confidence: 99%

“…A study by Parida et al (2012) pointed out that for SMEs, vertical collaboration is relevant for radical innovation, and horizontal collaboration is appropriate for incremental innovation. However, under an industry's open system, vertical specialization may result in a decrease in the size of SMEs (Lecocq and Demil 2006). Collaboration of SMEs goes beyond science and technology and includes value chain partnerships that bring new knowledge bases which they can absorb easily .…”

Section: Collaborationmentioning

confidence: 99%

A review of literature on open innovation in small and medium-sized enterprises

Hossain¹

2015

J Glob Entrepr Res

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Studies on open innovation in small and medium-sized enterprises (SMEs) have experienced a rapid growth over the last several years. Yet, there is no comprehensive review on this field of research. The objective of this study is to examine current research on open innovation in SMEs to integrate empirical findings and to point out future research agenda. Findings suggest that studies are mostly performed based on panel data and only several studies include sophisticated statistical analysis. Studies are mostly conducted in the European context along with some studies in China and Korea while studies in the context of North America are scant. Open innovation improves the overall innovation performance of SMEs. However, relevant theories and models for managers are not well-established in the literature.

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“…Typically, once the more modular architecture was in place and standards widely disseminated, specialized firms entered the industry by offering modules that competed with and eventually replaced the products of vertically integrated firms Consoli, 2005;Galvin and Morkel, 2001;Jacobides, 2005;Langlois and Robertson, 1992;Lecocq and Demil, 2006;Sturgeon, 2002).…”

Section: The Dynamics Of Mirroringmentioning

confidence: 99%