Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

How family firms execute open innovation strategies: the Loccioni case

How family firms execute open innovation strategies: the Loccioni case PurposeThis paper aims to shed light on how family firms execute open innovation strategies by managing internal and external knowledge flows.Design/methodology/approachFirst, through a comprehensive literature review, the paper identifies the barriers to the acquisition and transfer of knowledge in open innovation processes. Second, it presents and discusses the results of an exploratory case study on Loccioni, an Italian family firm providing high-tech measurement solutions, highlighting how this family firm managed to overcome the barriers in executing an open innovation strategy.FindingsThe case study shows that Loccioni faced specific challenges in acquiring and transferring knowledge in its open innovation processes and developed two idiosyncratic capabilities – labelled imprinting and fraternization – that helped the firm overcome the barriers to knowledge acquisition and transfer. The analysis shows that these two capabilities are enabled by the distinctive goals and social capital characterizing family firms.Originality/valueThe paper creates a link between open innovation and family business research with an empirically grounded model illustrating how the idiosyncratic capabilities of a family firm help overcome the critical barriers to the acquisition and transfer of knowledge in executing an open innovation strategy. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Knowledge Management Emerald Publishing

How family firms execute open innovation strategies: the Loccioni case

Download PDF
27 pages

Loading next page...
 
/lp/emerald-publishing/how-family-firms-execute-open-innovation-strategies-the-loccioni-case-c00t29BfuR
Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
1367-3270
DOI
10.1108/JKM-11-2016-0515
Publisher site
See Article on Publisher Site

Abstract

PurposeThis paper aims to shed light on how family firms execute open innovation strategies by managing internal and external knowledge flows.Design/methodology/approachFirst, through a comprehensive literature review, the paper identifies the barriers to the acquisition and transfer of knowledge in open innovation processes. Second, it presents and discusses the results of an exploratory case study on Loccioni, an Italian family firm providing high-tech measurement solutions, highlighting how this family firm managed to overcome the barriers in executing an open innovation strategy.FindingsThe case study shows that Loccioni faced specific challenges in acquiring and transferring knowledge in its open innovation processes and developed two idiosyncratic capabilities – labelled imprinting and fraternization – that helped the firm overcome the barriers to knowledge acquisition and transfer. The analysis shows that these two capabilities are enabled by the distinctive goals and social capital characterizing family firms.Originality/valueThe paper creates a link between open innovation and family business research with an empirically grounded model illustrating how the idiosyncratic capabilities of a family firm help overcome the critical barriers to the acquisition and transfer of knowledge in executing an open innovation strategy.

Journal

Journal of Knowledge Management – Emerald Publishing

Published: Oct 9, 2017

References

  • Opening the black box of ‘not invented here’: attitudes, decision biases, and behavioral consequences
  • Breadth of external knowledge sourcing and product innovation: the moderating role of strategic human resource practices
  • The development of organizational social capital: attributes of family firms
  • Network evolution and the embedding of complex technical solutions: the case of the Leaf House network
  • The silent killers of strategy implementation and learning
  • Organizing for inbound open innovation: how external consultants and a dedicated R&D unit influence product innovation performance
  • Strategic change: the effects of founding and history
  • Familiness and innovation: resource bundling as the missing link
  • Corporate governance and competitive advantage in family-controlled firms