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07. September 2012 @ ECKM2012
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Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. Schoop
Managing External Knowledge in Open Innovation Processes – A Systematic Review of Literature
Dresden University of Technology, Dresden, GermanyKRC – Knowledge Research Center e.V.
Paul Kruse ([email protected])
Peter Geißler ([email protected])
Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. Schoop
Agenda
Cartagena, 07.09.12
External Knowledge in Open Innovation | ECKM 2012 | Paul Kruse
Motivation Conceptual Base Approach Results Conclusion & Outlook
2
Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. Schoop
Motivation
Novelty of Open Innovation e.g., research on “user innovation” (von Hippel, 1986),
“collective invention” (Allen, 1983) or “interactive value creation” (Reichwald & Piller, 2006)
emergence of social media/software lack of research on convergence of KM and OI
Potentials and challenges EK equally important as internal (Chesbrough, 2006b)
various influencing factors (Chen et al., 2011)
focus on internal knowledge not enough (Powell et al., 1996)
fluctuant transfer effort requires precise selection focus on well-balanced mixture of sources (Laursen & Salter,
2006)
Cartagena, 07.09.12
External Knowledge in Open Innovation | ECKM 2012 | Paul Kruse 3
Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. Schoop
Motivation
Aim Overview on state-of-the-art Systematization of findings Identification of research gaps Clarification of role and complexity of EK for innovation
Research questions1. What kind of external knowledge influences the process
of innovation in an Open Innovation context?
2. How does external knowledge influence corporate innovativeness?
3. What challenges can be derived from 1 and 2?
Cartagena, 07.09.12
External Knowledge in Open Innovation | ECKM 2012 | Paul Kruse 4
Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. Schoop
Conceptual Base – Knowledge
Cartagena, 07.09.12
External Knowledge in Open Innovation | ECKM 2012 | Paul Kruse
Kn
ow
led
ge • “Entirety of skills
and capabilities which individuals utilize to solve problems”
(Probst et al., 2010, S. 24)
Kn
ow
led
ge t
ran
sfe
r • Process “through which one unit is affected by the experience of another”
(Argote et al., 2000, S. 3)
Kn
ow
led
ge M
an
ag
em
en
t • “Integrated intervention concept for managing the organizational knowledge base”
(Probst et al., 2010, S. 24)
5
Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. Schoop
Conceptual Base – Innovation
Cartagena, 07.09.12
External Knowledge in Open Innovation | ECKM 2012 | Paul Kruse
Inn
ovati
on • “Implementation
of novel technical, commercial, organizational, or social solutions in a business environment.”
(Pleschak & Sabisch, 1996)
Op
en
In
novati
on • Companies “use
external ideas as well as internal ideas, and internal and external paths to market, [in order] to advance their technology”.
(Chesbrough, 2003)
Inn
ovati
on
Man
ag
em
en
t • “Leadership and Management [...] of the whole process of innovation”
(Disselkamp, 2005)
6
Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. Schoop
Research approach
Literatur Review (Webster & Watson, 2002; vom Brocke et al., 2009)
Scientific databases & search engines (ca. 200 papers from pertinent scientific journals (cf. Harzing, 2011))
Structuring content analysis (Mayring, 2008)
Cartagena, 07.09.12
External Knowledge in Open Innovation | ECKM 2012 | Paul Kruse
Identification of analysis material
Definition of structuring dimensions
Definition of category system
Definition ofcoding approach
Screening and extraction
of fragments
Revision ofcategories
Preparation of results
Step 1
Step 2
Step 3
Step 4
Step 7
Step 5/6 Step 8
Coding
7
Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. Schoop
Research approach
Step 1: Identification of analysis material search queries on several data bases and narrowing down results
Step 2: Definition of structuring dimensions sources of EK as well as influences through EK
Step 3: Definition of category system introduction of concepts/categories and their relation
Step 4: Definition of coding approach provide definitions, examples and coding rules
Step 5/6: Screening of material and extraction of fragments step-wise approach partially based on Grounded Theory
Step 7: Revision of categories final adjustment of categories
Cartagena, 07.09.12
External Knowledge in Open Innovation | ECKM 2012 | Paul Kruse 8
Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. Schoop
Results – RQ1
Cartagena, 07.09.12
External Knowledge in Open Innovation | ECKM 2012 | Paul Kruse
Sources of external knowledge
aca
dem
ic
non-
acad
emic
governmenta
l
user/
consumer
customer
supplierinnovator
companies
within vc
other
companies
marke
ts
eve
nts
mass m
edia
standards/
regulations
patents/
licensesbusiness
scientific
othe
r
indu
stry
scie
nce
R&
Dcompetitors
employeesne
twor
ks/
allia
nces
business
partners
customers
inst
itutio
nsmedia
9
Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. Schoop
Results – RQ1
Sources of external knowledge 1/2
Cartagena, 07.09.12
External Knowledge in Open Innovation | ECKM 2012 | Paul Kruse
Category Sub category Exampleinstitutions academic universities, colleges, public research
institutions, laboratoriesnon-academic commercial/private research institutionsgovernmental governements, governmental institutions,
legislation, chambers of commercenetworks/alliances
R&D external research networks/alliances, research projects, innovation networks, consortia
science expert networks, science parks, university alliances
industry cooperation agreements, technology parks, company networks, industry cluster/-consortia
other communities, partnerships, joint ventures, strategic alliances, networks
customers user/consumer
(future) consumer, lead user, user innovators, iser communities
customer buyer, (potential) customer, reference customers, focus groups, customer companies
competitors competitors, competing products/services
10
Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. Schoop
Results – RQ1
Sources of external knowledge 2/2
Cartagena, 07.09.12
External Knowledge in Open Innovation | ECKM 2012 | Paul Kruse
Category Sub category Examplebusiness partners
supplier suppliers of machinery/material, IT-/suppliers, vendors
innovators innovation partners, intermediarycompanies within value chain
technology intermediary, specialized SMEs, service providers, research firms
other companies consultancies, non-customers, non-suppliers, start-ups, venture capitalists
employees scientific researcher, alumni, PhD studentsbusiness external specialists, employees of other
companies, personnel exchange, knowledge brokers
media patents/licences patents, license agreements, patent databases
standards/regulations
security standards, technical standards, health regulations
mass media Internet, magazines, journals, TV, databases, scientific publications, seach engines
events fairs, trade shows, conferences, idea competitions, workshops, trainings
11
Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. Schoop
Process of innovation
Cartagena, 07.09.12
External Knowledge in Open Innovation | ECKM 2012 | Paul Kruse 12
Generation and Mobilization
Advocacy and Screening
Commercialization
Experimentation
Diffusion and Implementation
(DeSouza et al., 2005)
Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. Schoop
Results – RQ2
Cartagena, 07.09.12
External Knowledge in Open Innovation | ECKM 2012 | Paul Kruse
Category ExampleGeneration & Mobilization
Compensate low R&D resourcesIncrease number of ideas and degree of noveltySkimming of spillover from external knowledge bearersIncrease innovativenessGenerate new knowledge
Advocacy & Screening
Facilitate radical innovationSupport technological innovationAllow selection of complex innovation
Experi-mentation
Shorten time to developIncrease/Improve innovation qualityEnable new combinations (e.g., of EK and technology)
Commercia-lization
Decrease risk and insecurityIncrease mutual benefit in collaborative agreementsIncrease probability of successful realizationIncrease Return on R&D InvestmentShorten time to market
Category ExampleDiffusion &Implemen-tation
Deregulate loss/outlet of knowledgeIncrease number of new productsIncrease number of new processesIncrease number of patentsAvoid redundanciesEnhance organizational knowledge baseIncorporate new abilities/capabilitiesEnhance existing skills
Cross-process
Depend on previous knowledge/R&DComplement internal knowledge/R&DIntegration develops into core competency Increase competitivenessIncrease flexibility and visibilityIncrease financial savingsShorten innovation processFacilitate acquisition/transfer of EKDecentralize innovation processes Reduce complexity of internal R&DImprove internal R&D
Positive influences through external knowledge
13
Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. Schoop
Results – RQ2
Cartagena, 07.09.12
External Knowledge in Open Innovation | ECKM 2012 | Paul Kruse 14
Negative influences through external knowledge
Category ExampleGeneration & Mobilization
Cannot guarantee uniqueness of EKIncreases dependency on external knowledge bearersCannot automatically increase innovativeness
Advocacy & Screening
Cause nonobservance of opportunities Leads to miss of chances
Experi-mentation
none
Commercia-lization
Increase risk and insecurityCannot automatically increase business valueCause IPR problemsIncrease cost for search, acquisition, integration of EKCannot exclusively belong to organization
Diffusion &Implemen-tation
Cause conflict between sharing and protectionImpede exchange by over-protectionPollute internal body of knowledge
Category ExampleCross-process
Cannot replace internal R&DCannot secure correctness of EKCause internal knowledge to seep outRequire cultural changesRequire organizational changesLead to immoderate opennessCannot complement internal R&DCause lock-in effectReduces internal R&DCause “over-search” by exorbitant number of sourcesIncrease complexity if sources are widespreadEquals internal body of knowledgeDiffers from internal body of knowledgeIncrease complexity of relationships Slowed down by low number of sourcesCause InertiaNot-invented-here syndrome / buy-inRelate-out / all-stored-hereOnly-used here / sell-out
Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. Schoop
Conclusion
1. What kind of external knowledge influences the process of innovation in an Open Innovation context?
2. What impact has external knowledge on corporate innovativeness?
3. What challenges can be derived from 1 and 2?
Cartagena, 07.09.12
External Knowledge in Open Innovation | ECKM 2012 | Paul Kruse 15
Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. Schoop
Conclusion
Application Better understanding of external knowledge and its role
for innovation Facilitate selection of proper source/type of knowledge Basis for further recommendations (in progress...) ...
Further research Mapping of possible integration concepts and categories Performance measurement of knowledge transfer in OI Legal gray area (?)
Cartagena, 07.09.12
External Knowledge in Open Innovation | ECKM 2012 | Paul Kruse 16
Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. Schoop
Thank you for your attention.
Questions?
Discussion
Paul Kruse
Chair of Business and Information Systems, esp. Information Management
Technische Universität Dresden
Fon: +49 351 463 33098
Mail: [email protected]
twitter: @hoellenpaul (for slides)
Cartagena, 07.09.12
External Knowledge in Open Innovation | ECKM 2012 | Paul Kruse 17
Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. Schoop
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Cartagena, 07.09.12
External Knowledge in Open Innovation | ECKM 2012 | Paul Kruse
Allen, R. C. (1983). Collective invention. Journal of Economic Behavior & Organization, 4(1), 1–24. Elsevier.Argote, L., Ingram, P., Levine, J. M., & Moreland, R. L. (2000). Knowledge Transfer in Organizations: Learning from the Experience of Others. Organizational Behavior and Human Decision Processes, 82(1), 1-8. Barge-Gil, A. (2010). Cooperation-based innovators and peripheral cooperators: An empirical analysis of their characteristics and behavior. Technovation, 30(3), 195-206.Belkahla, W., & Triki, A. (2011). Customer knowledge enabled innovation capability: proposing a measurement scale. Journal of Knowledge Management, 15(4), 648-674.Bercovitz, J. E. L., & Feldman, M. P. (2007). Fishing upstream: Firm innovation strategy and university research alliances. Research Policy, 36(7), 930-948.Bergman, J., Jantunen, A., & Saksa, J.-M. (2009). Enabling Open Innovation Process Through Interactive Methods: Scenarios and Group Decision Support Systems. International Journal of Innovation Management, 13(01), 139-156.Bogers, M. (2011). The open innovation paradox: knowledge sharing and protection in R&D collaborations. European Journal of Innovation Management, 14(1), 93-117.Cassiman, B., Di Guardo, M. C., & Valentini, G. (2009). Organising R&D Projects to Profit From Innovation: Insights From Co-opetition. Long Range Planning, 42(2), 216-233. Elsevier Ltd.Cepeda-Carrion, G., Cegarra-Navarro, J. G., & Jimenez-Jimenez, D. (2010). The Effect of Absorptive Capacity on Innovativeness: Context and Information Systems Capability as Catalysts. British Journal of Management, no-no.Chen, J., Chen, Y., & Vanhaverbeke, W. (2011). The influence of scope, depth, and orientation of external technology sources on the innovative performance of Chinese firms. Technovation, 31(8), 362-373. Elsevier.Chesbrough, H.W. (2003). Open Innovation: The new imperative for creating and profiting from technology. Boston: Harvard Business School Press, p. xxivChesbrough, H. W. (2006). Open innovation: the new imperative for creating and profiting from technology (p. 227). Boston: Harvard Business Press.Chesbrough, H. W., & Crowther, A. K. (2006). Beyond high tech: early adopters of open innovation in other industries. R&D Management, 36(3), 229-236.Dahlander, L., & Magnusson, M. (2008). How do Firms Make Use of Open Source Communities? Long Range Planning, 41(6), 629-649. Elsevier Ltd.de Faria, P., Lima, F., & Santos, R. (2010). Cooperation in innovation activities: The importance of partners. Research Policy, 39(8), 1082-1092. Elsevier B.V.Disselkamp, M. (2005). Innovationsmanagement: Instrumente und Methoden zur Umsetzung im Unternehmen (p. 204). Wiesbaden: Gabler Verlag.Enkel, E., Kausch, C., & Gassmann, O. (2005). Managing the risk of customer integration. European Management Journal, 23(2), 203–213. Elsevier. Enkel, E., Perez-Freije, J., & Gassmann, O. (2005). Minimizing Market Risks Through Customer Integration in New Product Development: Learning from Bad Practice. Creativity and Innovation Management, 14(4), 425-437.
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Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. Schoop
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Filippetti, A. (2011). Innovation modes and design as a source of innovation: a firm-level analysis. European Journal of Innovation Management, 14(1), 5-26.Fontana, R., Geuna, A., & Matt, M. (2006). Factors affecting university–industry R&D projects: The importance of searching, screening and signalling. Research Policy, 35(2), 309-323.Fu, X., Pietrobelli, C., & Soete, L. (2011). The Role of Foreign Technology and Indigenous Innovation in the Emerging Economies: Technological Change and Catching-up. World Development, 39(7), 1204-1212. Elsevier Ltd.Füller, J., & Matzler, K. (2007). Virtual product experience and customer participation—A chance for customer-centred, really new products. Technovation, 27(6-7), 378-387.Greer, C. R., & Lei, D. (2011). Collaborative Innovation with Customers: A Review of the Literature and Suggestions for Future Research. International Journal of Management Reviews, no-no.Grimpe, C., & Kaiser, U. (2010). Balancing Internal and External Knowledge Acquisition: The Gains and Pains from R&D Outsourcing. Journal of Management Studies, 47(8), 1483-1509.Haefliger, S., Jäger, P., & von Krogh, G. (2010). Under the radar: Industry entry by user entrepreneurs. Research Policy, 39(9), 1198-1213. Elsevier B.V.Harzing, A.-W. (2011). Journal Quality List. Retrieved August 25, 2011, from http://www.harzing.com/jql.htmHervas-Oliver, J.-L., Albors Garrigos, J., & Gil-Pechuan, I. (2011). Making sense of innovation by R&D and non-R&D innovators in low technology contexts: A forgotten lesson for policymakers. Technovation, 31(9), 427-446.Hsuan, J., & Mahnke, V. (2011). Outsourcing R&D: a review, model, and research agenda. R&D Management, 41(1), 1-7.Huggins, R. (2010). Forms of network resource: Knowledge access and the role of inter-firm networks. International Journal of Management Reviews, 12(3), 335-352.Kafouros, M. I., & Buckley, P. J. (2008). Under what conditions do firms benefit from the research efforts of other organizations? Research Policy, 37(2), 225-239.Kang, K. H., & Kang, J. (2009). How Do Firms Source External Knowledge for Innovation? Analyzing Effects of Different Knowledge Sourcing Methods. International Journal of Innovation Management, 13(01), 1-17. Keinz, P., & Prügl, R. (2010). A User Community-Based Approach to Leveraging Technological Competences: An Exploratory Case Study of a Technology Start-Up from MIT. Creativity and Innovation Management, 19(3), 269-289. Laursen, K., & Salter, A. (2004). Searching high and low: what types of firms use universities as a source of innovation? Research Policy, 33(8), 1201-1215.Laursen, K., & Salter, A. (2006). Open for innovation: the role of openness in explaining innovation performance among U.K. manufacturing firms. Strategic Management Journal, 27(2), 131-150.Lee, S., Park, G., Yoon, B., & Park, J. (2010). Open innovation in SMEs—An intermediated network model. Research Policy, 39(2), 290-300. Elsevier B.V.Li, Y., & Vanhaverbeke, W. (2009). The effects of inter-industry and country difference in supplier relationships on pioneering innovations. Technovation, 29(12), 843-858. Elsevier. 19
Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. Schoop
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External Knowledge in Open Innovation | ECKM 2012 | Paul Kruse
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