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Opening up the innovation process: towards an agenda

Opening up the innovation process: towards an agenda isco is regarded as one of the world’s most innovative companies. It does very little research and acquires most of its technology from external sources. After Solow (1957) had found innovation and technical progress to be the main drivers for economic growth, researchers and managers associated the establishment of a strong internal R&D capability with innovativeness. Inventions, after all, were generated by a company’s own researchers, the firm’s own engineering department realized the transition of ideas to commercial products, and the diffusion and exploitation of innovation was driven by the innovating firm itself. This was the paradigm according to which innovation was likened to a national treasure used to gain temporary monopolistic profits. Companies rarely resorted to sharing innovative results as a means to generate competitiveness – rarely in the early pre-competitive phase and not at all during commercialization. In the last decade, stronger global competition led to the labour sharing and cooperation between firms’ innovation processes. In most industries, agility, flexibility, and concentration on core competencies are now regarded as sources of competitive advantage. The ‘do-ityourself’ mentality in technology and R&D management is outdated. Conversely, outside-in thinking deliberately builds on external sources of innovation. Opening the firm’s http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png R & D Management Wiley

Opening up the innovation process: towards an agenda

R & D Management , Volume 36 (3) – Jun 1, 2006

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References (60)

Publisher
Wiley
Copyright
Copyright © 2006 Wiley Subscription Services, Inc., A Wiley Company
ISSN
0033-6807
eISSN
1467-9310
DOI
10.1111/j.1467-9310.2006.00437.x
Publisher site
See Article on Publisher Site

Abstract

isco is regarded as one of the world’s most innovative companies. It does very little research and acquires most of its technology from external sources. After Solow (1957) had found innovation and technical progress to be the main drivers for economic growth, researchers and managers associated the establishment of a strong internal R&D capability with innovativeness. Inventions, after all, were generated by a company’s own researchers, the firm’s own engineering department realized the transition of ideas to commercial products, and the diffusion and exploitation of innovation was driven by the innovating firm itself. This was the paradigm according to which innovation was likened to a national treasure used to gain temporary monopolistic profits. Companies rarely resorted to sharing innovative results as a means to generate competitiveness – rarely in the early pre-competitive phase and not at all during commercialization. In the last decade, stronger global competition led to the labour sharing and cooperation between firms’ innovation processes. In most industries, agility, flexibility, and concentration on core competencies are now regarded as sources of competitive advantage. The ‘do-ityourself’ mentality in technology and R&D management is outdated. Conversely, outside-in thinking deliberately builds on external sources of innovation. Opening the firm’s

Journal

R & D ManagementWiley

Published: Jun 1, 2006

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