Value capture in open innovation processes with radical circles: A qualitative analysis of firms’ collaborations with Slow Food, Memphis, and Free Software Foundation

Founder Management and Innovation: An Empirical Analysis Based on the Theory of Planned Behavior and Fuzzy-Set Qualitative Comparative Analysis

“…Second, this study contributed to innovation and entrepreneurship studies (Fang et al, 2014;Falato et al, 2015;Cain and McKeon, 2016;Del Sarto et al, 2019;. The previous literature neglected the influence of the interaction between the personal characteristics of the founder and the external environment as well as the "chemical reaction" of their combination on the innovation behavior of a firm (Dell'Era et al, 2020). This study examines the relationship between founder and innovation from the perspective of configuration by using the method of fsQCA, and it provides a new way of thinking for the research of firm innovation field.…”

Conceptualizing open distributed innovation: A framework for the collaboration of private companies with grassroots‐driven open communities

“…From the GOC perspective, research finds that GOC members often exhibit strong mistrust towards incumbent PCs that results from previous disappointing collaboration experiences when PCs treated them like crowd members rather than as impassioned advocates of radical innovation (e.g., Seyfang & Longhurst, 2016; Wolf et al, 2020; Wolf et al, 2021). Dell'Era et al (2020, p. 3) conclude that ‘the particular characteristics of radical circles may require different value capturing mechanisms compared to many other categories explored in open innovation research’. Altuna et al, (2017, p. 285) call for further research on mechanisms enhancing our understanding on ‘which firms' internal resources and organizational structures have to be developed to better interact with these peculiar generators and champions of new meanings’.…”

“…ODI systems are defined as OI collaboration systems with distributed sources of knowledge and innovation (Bogers & West, 2012; Lakhani & Panetta, 2007) ‘which by their nature include open sharing of knowledge without direct financial benefit’ (West & Bogers, 2017, p. 46; see also Altuna et al, 2017). Dell'Era et al (2020) recently demonstrated for the free software, the postmodern design and the slow food movements, GOCs can have a strong impact on traditional business models and enforce deep transformations in society and industries. Private companies (PCs) that manage to collaborate with them can benefit greatly from an extension of resources and perspectives when solving a technological or social challenge (e.g., Dahlander & Magnusson, 2008; Stürmer et al, 2009).…”

Open innovation factors for higher education institutions

“…Therefore, there is no general and specific model of open inno-vation, so the institution must develop and structure its own model according to the context [12], however, it may adapt methods, tech-niques, tools, standards, methodologies, frameworks, good practic-es, among other aspects, highlighting the importance of human talent as vital to the commitment to openness and facilitate the exchange of knowledge and technology [13,14].…”