The Vehicle Ecosystem

Kuschel, Jonas

doi:10.1007/978-0-387-87503-3_18

Cited by 6 publications

(3 citation statements)

References 12 publications

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“…Most studies on open innovation have not explored management or managerial roles per se; instead, they have highlighted the implications for management of engaging in open innovation. According to a literature review by Giannopoulou et al (2011) that specifically focuses on the managerial implications related to open innovation, four dimensions of management have been identified in prior research: organizing for openness (e.g., Chesbrough and Appleyard, 2007;Bessant, 2008;Kuschel, 2008;Herzog and Leker, 2010); leadership for diversity (e.g., Harryson, 2008;Herzog, 2008;Vanhaverbeke et al, 2008); co-creating value (e.g., Chesbrough and Appleyard, 2007;Braun and Herstatt, 2008;F€ uller et al, 2008;Di Gangi and Wasko, 2009); and intellectual property (IP) management (e.g., Bughin et al, 2008;Terwiesch and Xu, 2008;Henkel, 2009 Moreover, most studies on open innovation management have been conducted from a firm-centric perspective. By adopting a wider perspective and examining open innovation when it is enacted as collaboration within a large innovation network, additional complexities can be discovered (Dhanaraj and Parkhe, 2006).…”

Section: The Management Of Open Innovationfrom Firm-centric To Collabmentioning

confidence: 99%

An investigation into the roles of open innovation collaboration managers

Ollila

Yström

2016

R & D Management

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The concept of open innovation has gained traction among practitioners and academics. Many different aspects of open innovation have been researched, but the question of how to manage open innovation collaboration in order to achieve the desired knowledge flow across organizational boundaries remains only partly answered. Consequently, this article argues for the need to complement prior firm‐centric perspectives by investigating the roles of senior management in the postmodern form of organizing that characterizes open innovation collaboration. A more in‐depth understanding of managerial roles in this context can increase the chances of fruitful collaboration. Thus, the article uses an inductive, interview‐based approach to explore senior management roles in two institutionalized open innovation collaborations, thereby creating an initial conceptualization of the role of managers in open innovation and forming a basis for further studies on open innovation management. In this respect, the article identifies and discusses additional managerial roles that appear to be crucial for open innovation collaborations. These roles are those of a facilitator, tactician, and sensegiver.

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Section: The Management Of Open Innovationfrom Firm-centric To Collabmentioning

confidence: 99%

An investigation into the roles of open innovation collaboration managers

Ollila

Yström

2016

R & D Management

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“…To alleviate customers’ concerns, smart services require robust security management, infrastructure and processes (Porter and Heppelmann, 2014a). In addition, knowledge of the installed base and the data and diagnostics infrastructure must be sufficiently completed to enable remote work, rather than co-location of service technicians at the customer’s site (Auramo and Ala-Risku, 2005; Brax and Jonsson, 2009; Kuschel, 2009). New organizational processes and structures are often required (Brax and Jonsson, 2009; Porter and Heppelmann, 2014a).…”

Section: Introductionmentioning

confidence: 99%

Barriers to smart services for manufacturing companies – an exploratory study in the capital goods industry

Klein

Biehl

Friedli

2018

JBIM

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Purpose The purpose of this paper is to identify and investigate non-technical barriers for smart services in the capital goods industry. Design/methodology/approach A multiple methodology approach is adopted. First, qualitative workshops and interviews were conducted with 14 experts from five companies. The findings generated subsequently provided a basis for a large-scale quantitative survey of manufacturing company service representatives in the capital goods industry, the data from which were analyzed using explorative factor analysis. Findings In total, 25 items that represent barriers to smart service businesses were identified, using qualitative research. Large-scale quantitative research revealed 24 items structured into four factors. Additionally, the respondents’ assessment of the individual barriers’ impact on their smart service businesses is presented. Research limitations/implications The study focuses on manufacturing companies in the capital goods industry, mainly, in the European countries. Caution should be exercised in seeking to generalize the results to other industries. The findings should be confirmed with subsequent confirmatory analyses using additional data. Practical implications The authors’ findings provide a comprehensive list and classification of barriers, as well as an assessment of their severity, serving as a practical guideline for managers. Originality/value This paper explores the barriers to smart services from a provider’s perspective. Its holistic approach and use of large-scale quantitative data qualify it as one of the first studies of this kind.

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“…For instance an open information infrastructure proposed by Kuschel (2008), network boards suggested by Wincent et al (2009) or treating project management under the OI paradigm. Cooper's (2008; suggestion to adjust their stage gate model to include the OI paradigm throughout the whole process of new product development, scenarios and GDSS to complement the heuristic scenario development process to support knowledge creation in the OI process (Bergman et al 2009) are also useful suggestions.…”

confidence: 99%

Implications of Openness: A Study into (All) the Growing Literature on Open Innovation

Giannopoulou

Yström

Ollila

et al. 2010

Journal of Technology Management & Innovation

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Seven years after Chesbrough published the first book on open innovation; the field has literally exploded, and is continuing to do so at an increasing speed. Earlier overviews have analyzed the current status of the field at different points in time. The purpose with this paper is to take this research one step further and analyze gaps in the field as it has progressed up to date, and also discuss the managerial implications of that literature. All scientific literature (as found through major databases) published in English on open innovation has been analyzed qualitatively. The paper identifies current streams in the literature and identifies key issues that future research needs to solve. Compared to earlier reviews, we identify a shift in the direction that the research is taken. The paper discusses why this may be the case and speculates on the future of the field.

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The Vehicle Ecosystem

Abstract: Abstract

Cited by 6 publications

References 12 publications

An investigation into the roles of open innovation collaboration managers

An investigation into the roles of open innovation collaboration managers

Barriers to smart services for manufacturing companies – an exploratory study in the capital goods industry

Implications of Openness: A Study into (All) the Growing Literature on Open Innovation

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