Access the full text.
Sign up today, get DeepDyve free for 14 days.
Gassmann Gassmann, Sandmeier Sandmeier, Wecht Wecht (2006)
Extreme customer innovation in the front‐endInternational Journal of Technology Management, 33
G. Pisano (1990)
The R&D Boundaries of the Firm: An Empirical AnalysisAdministrative Science Quarterly, 35
M. Sobrero, E. Roberts (2002)
Strategic Management of Supplier-Manufacturer Relations in New Product Development
Dyer Dyer, Singh Singh (1998)
The relational viewAcademy of Management Review, 23
Jeffrey Dyer, Harbir Singh (1998)
The Relational View: Cooperative Strategy and Sources of Interorganizational Competitive AdvantageAcademy of Management Review, 23
Von Hippel Von Hippel (1986)
Lead UsersManagement Science, 32
E. Dahan, J. Hauser (2002)
The virtual customerAquacultural Engineering
Darrell Rigby, C. Zook (2002)
Open-market innovation.Harvard business review, 80 10
Cohen Cohen, Levinthal Levinthal (1990)
Absorptive capacityAdministrative Science Quarterly, 35
Teece Teece (1986)
Profiting from technological innovationResearch Policy, 15
M. Porter, Scott Stern (2001)
Innovation: Location MattersMIT Sloan Management Review, 42
J. Hagedoorn (2002)
Inter-firm R&D partnerships: an overview of major trends and patterns since 1960Journal of Applied Physiology
Katz Katz, Allen Allen (1982)
Investigating the not invented here (NIH) syndromeR&D Management, 12
Kaufman Kaufman, Wood Wood, Theyel Theyel (2000)
Collaboration and technology linkagesStrategic Management Journal, 21
H. Chesbrough (2003)
Open Innovation: The New Imperative for Creating and Profiting from Technology
Gassmann Gassmann, Von Zedtwitz Von Zedtwitz (2003)
Organizing virtual R&D teamsR&D Management, 33
O. Gassmann, M. Zedtwitz (1998)
Organization of industrial R&D on a global scaleR & D Management, 28
G. Lilien, Pamela Morrison, Kathleen Searls, M. Sonnack, E. Hippel (2002)
Performance Assessment of the Lead User Idea-Generation Process for New Product DevelopmentManag. Sci., 48
Wesley Cohen, Daniel Levinthal (1990)
ABSORPTIVE CAPACITY: A NEW PERSPECTIVE ON LEARNING AND INNOVATIONAdministrative Science Quarterly, 35
Porter Porter, Stern Stern (2001)
InnovationSloan Management Review, 42
Miotti Miotti, Sachwald Sachwald (2003)
Co‐operative R&DResearch Policy, 32
D. Teece (1993)
Profiting from technological innovation: Implications for integration, collaboration, licensing and public policyResearch Policy, 15
A. Takeishi (2001)
Bridging inter‐ and intra‐firm boundaries: management of supplier involvement in automobile product developmentSouthern Medical Journal, 22
I. Nonaka (1994)
A Dynamic Theory of Organizational Knowledge CreationOrganization Science, 5
Anderson Anderson, Tushman Tushman (1990)
Technological discontinuities and dominant designsAdministrative Science Quarterly, 35
Eric Hippel (2005)
Democratizing innovation: The evolving phenomenon of user innovationJournal für Betriebswirtschaft, 55
Olson Olson, Bakke Bakke (2001)
Implementing the lead user method in a high technology firmJournal of Product Innovation Management, 18
A. Kaufman, C. Wood, Gregory Theyel (2000)
Collaboration and technology linkages: a strategic supplier typologyStrategic Management Journal, 21
Pisano Pisano (1990)
The R&D boundaries of the firmAdministrative Science Quarterly, 35
Erik Olson, G. Bakke (2001)
Implementing the lead user method in a high technology firm: A longitudinal study of intentions versus actionsJournal of Product Innovation Management, 18
Von Hippel Von Hippel (1998)
Economics of product development by usersManagement Science, 44
R. Solow (1957)
TECHNICAL CHANGE AND THE AGGREGATE PRODUCTION FUNCTIONThe Review of Economics and Statistics, 39
M. Reiman, L. Wein, Fangruo Chen, E. Hippel (1998)
Economics of Product Development by Users: the Impact of Sticky Local InformationManagement Science, 44
Bonner Bonner, Walker Walker (2004)
Selecting influential business‐to‐business customers in new product developmentJournal of Product Innovation Management, 21
Takeishi Takeishi (2001)
Bridging inter‐ and intra‐firm boundariesStrategic Management Journal, 22
Dahan Dahan, Hauser Hauser (2002)
The virtual customerJournal of Product Innovation Management, 19
Hagedoorn Hagedoorn (1993)
Understanding the rationale of strategic technology partneringStrategic Management Journal, 14
E. Hippel, R. Katz (2002)
Shifting Innovation to Users via ToolkitsManag. Sci., 48
Joseph Bonner, O. Walker (2004)
Selecting influential business-to-business customers in new product development: Relational embeddedness and knowledge heterogeneity considerationsJournal of Product Innovation Management, 21
Philip Anderson, M. Tushman (1990)
Technological Discontinuities and Dominant Designs: A Cyclical Model of Technological ChangeAdministrative Science Quarterly, 35
Quinn Quinn (2000)
Outsourcing innovationSloan Management Review, 41
Kodama Kodama (1992)
Technology fusion and the new R&DHarvard Business Review, 70
B. Becker, O. Gassmann (2006)
Gaining Leverage Effects from Knowledge Modes within Corporate IncubatorsERPN: Knowledge (Topic)
R. Katz, T. Allen (1982)
Investigating the Not Invented Here (NIH) syndrome: A look at the performance, tenure, and communication patterns of 50 R & D Project GroupsR & D Management, 12
F. Kodama (1993)
Technology fusion and the new R & D: Harvard Business Review, 70 (4), 70–78 (July/August 1992)Long Range Planning, 26
T. Allen (1977)
Managing the flow of technology: technology transfer and the dissemination of technological informat
Hagedoorn Hagedoorn (2002)
Inter‐firm R&D partnershipsResearch Policy, 31
Luis Miotti, Fr´ed´erique Sachwald (2003)
Co-operative R&D: why and with whom?: An integrated framework of analysisResearch Policy, 32
J. Quinn (2000)
Outsourcing innovation the new engine of growth
T. Allen (1977)
Managing the flow of technology
Eric Hippel (1986)
Lead users: a source of novel product conceptsManagement Science, 32
O. Gassmann, M. Zedtwitz (2003)
Trends and determinants of managing virtual R&D teamsR & D Management, 33
R. Boutellier, Oliver Gassmann, Maximilian Zedtwitz (1999)
Organizing virtual R&D teams: towards a contingency approachPICMET '99: Portland International Conference on Management of Engineering and Technology. Proceedings Vol-1: Book of Summaries (IEEE Cat. No.99CH36310), 1
O. Gassmann, Patricia Sandmeier, Christoph Wecht (2006)
Extreme customer innovation in the front-end: learning from a new software paradigmInt. J. Technol. Manag., 33
M. Fritsch, R. Lukas (2001)
Who cooperates on R&D?Research Policy, 30
J. Hagedoorn (1993)
Understanding the rationale of strategic technology partnering: Nterorganizational modes of cooperation and sectoral differencesJournal of Applied Physiology
K. Brockhoff (2003)
Customers' perspectives of involvement in new product developmentInt. J. Technol. Manag., 26
Ellen Enkel, Christoph Kausch, O. Gassmann (2005)
Managing the Risk of Customer IntegrationEuropean Management Journal, 23
S. Wheelwright, Kim Clark (1992)
Creating project plans to focus product development.Harvard business review, 70 2
H. Chesbrough (2003)
The Era of Open InnovationMIT Sloan Management Review, 44
isco is regarded as one of the worldâs 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 companyâs own researchers, the ï¬rmâs own engineering department realized the transition of ideas to commercial products, and the diffusion and exploitation of innovation was driven by the innovating ï¬rm itself. This was the paradigm according to which innovation was likened to a national treasure used to gain temporary monopolistic proï¬ts. Companies rarely resorted to sharing innovative results as a means to generate competitiveness â 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 ï¬rmsâ innovation processes. In most industries, agility, ï¬exibility, and concentration on core competencies are now regarded as sources of competitive advantage. The âdo-ityourselfâ mentality in technology and R&D management is outdated. Conversely, outside-in thinking deliberately builds on external sources of innovation. Opening the ï¬rmâs
R & D Management – Wiley
Published: Jun 1, 2006
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.