Access the full text.
Sign up today, get DeepDyve free for 14 days.
Morten Hansen, J. Birkinshaw (2007)
The innovation value chain.Harvard business review, 85 6
Martin Wallin, G. Krogh (2010)
Organizing for Open Innovation:: Focus on the Integration of KnowledgeOrganizational Dynamics, 39
Ellen Enkel, O. Gassmann, H. Chesbrough (2009)
Open R&D and Open Innovation: Exploring the PhenomenonNew Institutional Economics
Daniel Socolow (2007)
Picking winners. Interview by Diane Coutu.Harvard business review, 85 5
Jong Jpj, W. Vanhaverbeke, Vrande Vja, Rochemont Mh (2009)
Open innovation in SMEs : trends, motives and management challengesSteel and Composite Structures
C. Killen, R. Hunt, E. Kleinschmidt (2008)
Project portfolio management for product innovationInternational Journal of Quality & Reliability Management, 25
U. Flick (1998)
An Introduction to Qualitative Research
B. Oetinger (2005)
Nurturing the new: patterns for innovationJournal of Business Strategy, 26
U. Lichtenthaler (2011)
OpenInnovation:rentDebates,andFutureDirections
H. Chesbrough, M. Appleyard (2007)
Open Innovation and StrategyCalifornia Management Review, 50
A. Slywotzky, Peter Baumgartner, L. Alberts, Hanna Moukanas (2006)
Are you enjoying globalization yet? The surprising implications for businessJournal of Business Strategy, 27
E. Huizingh (2011)
Open innovation: State of the art and future perspectivesTechnovation, 31
U. Lichtenthaler, H. Ernst, M. Hoegl (2010)
Not-Sold-Here: How Attitudes Influence External Knowledge ExploitationOrgan. Sci., 21
Sylwia Męcfal (2012)
Recenzja książki. Robert K. yin, Case Study Research. Design and Methods (fourth Edition), thousand Oaks, CA: Sage Publications, 2009
E. Chatenier, J. Verstegen, H. Biemans, M. Mulder, Onno Omta (2010)
Identification of Competencies for Professionals in Open Innovation TeamsERN: Innovation (Topic)
H. Chesbrough (2003)
Open Innovation: The New Imperative for Creating and Profiting from Technology
O. Gassmann, Ellen Enkel (2004)
Towards a Theory of Open Innovation: Three Core Process Archetypes
R. Grant, C. Baden-Fuller (2004)
A Knowledge Accessing Theory of Strategic AlliancesJournal of Management Studies, 41
O. Gassmann (2006)
Opening Up the Innovation Process: Towards an Agenda
Filipe Santos, K. Eisenhardt (2005)
Special Issue: Frontiers of Organization Science, Part 2 of 2: Organizational Boundaries and Theories of OrganizationOrgan. Sci., 16
Purpose – The purpose of this paper is to inquire how large multinational firms can develop and implement knowledge-sharing measures that move their corporate strategy towards the open innovation paradigm, since open innovation becomes increasingly important as source for competitive advantage. Design/methodology/approach – We review the literature on open innovation and combine it with a single case study of one multinational firm that is gradually implementing its open innovation strategy. We pay special attention to the development and usage of a collaborative IS infrastructure that is deployed to create a culture of openness and to support knowledge networking amongst the workforce. Findings – The in-depth case study demonstrates that managers have to balance a complex interplay of human and IT components to make open innovation happen. Measures taken to foster openness and knowledge exchange inside the firm include developing managerial innovation capabilities, creating communities and networks around strategic topics and leveraging the adoption of the collaborative IS infrastructure through piloting use of cases in innovation projects. Research limitations/implications – The findings of this case study remain limited to the characteristics of large firms in multinational markets. Practical implications – This article offers valuable insights for corporate strategists, IT specialists and change managers who want to open up corporate innovation. We present a range of institutional measures that help to overcome silo mentalities and knowledge-sharing barriers and establish an open innovation culture within large firms operating in multinational markets. Originality/value – Complementing previous research, this article highlights how large firms can use a combination of strategic, cultural and technological measures to bring open innovation from strategic vision to organisation-wide reality. We identify in addition factors which either inhibit or foster the implementation of knowledge sharing and open innovation practices inside large firms.
Journal of Business Strategy – Emerald Publishing
Published: Jan 19, 2015
Read and print from thousands of top scholarly journals.
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.
To save an article, log in first, or sign up for a DeepDyve account if you don’t already have one.
Copy and paste the desired citation format or use the link below to download a file formatted for EndNote
Access the full text.
Sign up today, get DeepDyve free for 14 days.
All DeepDyve websites use cookies to improve your online experience. They were placed on your computer when you launched this website. You can change your cookie settings through your browser.