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Item type:Publication, Access status: without files , Using open innovation platforms for technology transferThe use of Internet platforms such as open innovation platforms is a quite new strategy in innovation management that marks a rethinking from classical principles of coordination in innovation processes. Instead of relying exclusively on the internal expertise of their own researchers and developers, companies are increasingly integrating external problem-solvers (often supported by so-called innovation intermediaries) into their innovation processes. As an alternative to conducting traditional research or commissioning engineering service providers or academics with third-party contracts, a large, undefined network of actors are openly invited to participate in the innovative project (known as the “broadcast search” principle). Participants who know an answer to the problem respond by providing solutions—despite never being commissioned to do so by a manager. This procedure offers completely new potential and opportunities for knowledge and technology transfer and gives access to the knowledge held by third parties in new ways.Publicationtype: Book Part95 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Access status: without files , All for the money? The limits of monetary rewards in innovation contests with users(2019-02-01); ; Practitioners increasingly use innovation contests to harness the knowledge of external crowds for internal innovation purposes in exchange for prize money. While some innovation contests have the objective to attract professional experts from distant fields to obtain technical solutions, other innovation contests primarily target customers or users in order to generate new product and service ideas. Hence, external crowds differ substantially across, but also within, innovation contests in terms of personal needs in the innovation domain. Drawing upon the private-collective model of innovation, we argue that participants' "userness" in terms of personal needs gives rise to non-monetary reward expectations and collectively oriented participation as opposed to the private pursuit of monetary rewards emphasised in innovation contests. Hence, the effectiveness of monetary rewards in innovation contests is bound to certain participants and behaviours. In particular, participants weigh non-monetary rewards more strongly against monetary rewards (1) when their personal need in the innovation domain is high, and (2) when choosing to engage collectively in evaluating and commenting on other contributions as opposed to submitting own contributions. We find support for these hypotheses in an empirical study where user participation in a real innovation contest is regressed on survey-based measures of expected rewards that users perceive prior to the contest. The observed effect sizes of the proposed shifts from monetary to non-monetary rewards are so pronounced that for a given level of personal need and a given type of participation behaviour only either reward type is effective and a compensational relation between both types of rewards does not exist. Monetary rewards are even detrimental and lower user participation if the two proposed boundary conditions are taken together.Publicationtype: Journal Article56 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Access status: without files , Making Open Innovation Stick: A Study of Open Innovation Implementation in 756 Global Organizations: A large study of international companies shows that distinct routines and organizational structures differentiate organizations that succeed with open innovation(Industrial Research Institute, 2018-07-04); ; ; ; Overview: Open innovation is an established approach to improve innovation performance, but many organizations have failed to embed open innovation in their innovation processes permanently and at scale. Building on an investigation of 756 international organizations, we show that the existence of distinct routines and organizational structures can explain why some firms implement open innovation successfully. We present a guideline for managers to master the organizational journey from closed to open innovation, moving their company from an initial state via pilots and exploration toward a permanently open state.Publicationtype: Journal Article179