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Building strategic partnerships for managing innovation outsourcing

Building strategic partnerships for managing innovation outsourcing Purpose – The purpose of this paper is to uncover the mechanisms of organizations managing innovation outsourcing to business partners. In a business environment characterized by the development of deep, niche expertise in a particular domain, business partnerships can provide a source of innovative rejuvenation by outsourcing the innovation to business partners who have complementary skills and expertise. This paper addresses a critical challenge which the organizations are currently facing: how do you manage outsourcing of innovation to business partners effectively while maintaining your strategic competitiveness? Design/methodology/approach – Exploratory multiple case studies of over 30 innovative European and US companies were done. It involved 50 semi‐structured interviews with senior executives from research and development, product management, information technology, and marketing. Findings – The paper identifies three complementary models of managing outsourcing of innovation to business partner: acquisition, strategic alliances, and open source (OS). Based on these, a three‐dimensional “Co‐Innovation Space” is proposed that can help in analysis and planning of current and future innovation projects. Research limitations/implications – Although the research is carefully designed, it is an exploratory study and has the limitation of generalizability of the findings. Nevertheless, findings from multiple case studies from diverse organizations shed a light to current innovation and strategic alliance literature. Practical implications – Partnerships can open the door to multiple knowledge sources. Accessing and integrating information from these sources can greatly enhance knowledge base of organizations and can help fuel sustainable innovation. The models proposed in this study provide a lens to examine existing innovation project portfolios and/or to plan for future innovation programmes. Originality/value – This study is probably among few to study such a large, diversified, and geographically scattered group of organizations. Although exploratory and preliminary, this makes the findings of the study insightful. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Strategic Outsourcing: An International Journal Emerald Publishing

Building strategic partnerships for managing innovation outsourcing

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Publisher
Emerald Publishing
Copyright
Copyright © 2008 Emerald Group Publishing Limited. All rights reserved.
ISSN
1753-8297
DOI
10.1108/17538290810897138
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to uncover the mechanisms of organizations managing innovation outsourcing to business partners. In a business environment characterized by the development of deep, niche expertise in a particular domain, business partnerships can provide a source of innovative rejuvenation by outsourcing the innovation to business partners who have complementary skills and expertise. This paper addresses a critical challenge which the organizations are currently facing: how do you manage outsourcing of innovation to business partners effectively while maintaining your strategic competitiveness? Design/methodology/approach – Exploratory multiple case studies of over 30 innovative European and US companies were done. It involved 50 semi‐structured interviews with senior executives from research and development, product management, information technology, and marketing. Findings – The paper identifies three complementary models of managing outsourcing of innovation to business partner: acquisition, strategic alliances, and open source (OS). Based on these, a three‐dimensional “Co‐Innovation Space” is proposed that can help in analysis and planning of current and future innovation projects. Research limitations/implications – Although the research is carefully designed, it is an exploratory study and has the limitation of generalizability of the findings. Nevertheless, findings from multiple case studies from diverse organizations shed a light to current innovation and strategic alliance literature. Practical implications – Partnerships can open the door to multiple knowledge sources. Accessing and integrating information from these sources can greatly enhance knowledge base of organizations and can help fuel sustainable innovation. The models proposed in this study provide a lens to examine existing innovation project portfolios and/or to plan for future innovation programmes. Originality/value – This study is probably among few to study such a large, diversified, and geographically scattered group of organizations. Although exploratory and preliminary, this makes the findings of the study insightful.

Journal

Strategic Outsourcing: An International JournalEmerald Publishing

Published: Jun 6, 2008

Keywords: Innovation; Strategic alliances; Acquisitions and mergers; Partnership; Outsourcing

References