What does it take to implement open innovation? Towards an integrated capability framework

Abstract

Purpose In a world of ever-changing corporate environments and reduced product life cycles, most or-ganizations cannot afford anymore to innovate on their own. Hence, they open their innovation processes to incorporate knowledge of external sources and to increase their innovation potential. As the shift towards open innovation (OI) is difficult and makes many initiatives fail, the question arises which capabilities organizations should develop to successfully implement OI. As the literature encompasses mature but isolated streams on OI capabilities, there is a need for an integrated capability framework. The paper aims to discuss these issues. Design/methodology/approach This paper proposes the Open Innovation Capability Framework (OICF) that compiles and structures capabilities relevant for implementing OI. The OICF cove rs the outside-in and coupled processes of OI. To integrate multiple streams of the OI literature, the OICF builds on a structured literature review. The OICF was also validated in a two-step review process with OI experts from academia and industry. Findings The OICF comprises 23 capability areas grouped along the factors strategic alignment, govern-ance, methods, information technology, people, and culture. To analyze the existing body of knowledge on OI capabilities, we compare the OICF with other OI-related capability frameworks and compile a heatmap based on the results of the literature review. We also discuss the experts feedback on individual factors of the OICF as well as on interdependencies among these factors. Practical implications The OICF provides practitioners with a structured overview of the capabilities to consider when implementing OI. Based on the OICF, practitioners can define the scope of their OI initiatives. They can use the OICF as a foundation for prioritizing, selecting, and operationalizing capability areas as well as for deriving implementation roadmaps. Originality/value The OICF is the first framework to take a holistic perspective on OI capabilities. It integrates mature but isolated research streams of OI. It helps practitioners define the scope of OI initiatives and academics gain insights into the current state of the art on OI capabilities

Development of an AHP hierarchy for managing omnichannel capabilities: a design science research approach

“…Such capability models have equally been developed by academic researchers (e.g. Lichtenthaler and Lichtenthaler 2009;Ashurst et al 2008;Hosseini et al 2017) and, in the form of 'good practice frameworks', by practitioner initiatives (e.g. TSO 2012; ITGI 2009; ISO/IEC 2010).…”

Institutional types and institutional change in healthcare ecosystems

“…Structure refers to the anatomy of an organization (Dalton et al, 1980) and consists of all formal reporting relationships, including the number of hierarchical levels, managers' span of control, and cross-departmental communication patterns (Daft, 1989 Additionally, innovation management scholars emphasize the relevance of "structural ambidexterity"i.e., having flexible functional and cross-functional structures that allow for the simultaneous tackling of incremental and radical innovation projects (De Visser et al, 2010). When initiating and managing service ecosystems, a rigid structure will not support collaboration and co-creation (Hosseini et al, 2017). On the other hand, organizations should have specific functions or departments for collaborating and interacting with other actors, including customers (Dyer et al, 2001;Leroi-Werelds et al, 2017).…”

Toward an optimal degree of openness in IT innovation projects

“…Others investigated how companies can develop their OI management abilities based on the success factors. For example, Hosseini et al () developed an OI capability framework, which includes capability areas grouped along factors that should be considered when applying OI, from strategic alignment to culture.…”