DC FieldValueLanguage
dc.contributor.authorZynga, Andy-
dc.contributor.authorDiener, Kathleen-
dc.contributor.authorIhl, Christoph-
dc.contributor.authorLüttgens, Dirk-
dc.contributor.authorPiller, Frank-
dc.contributor.authorScherb, Bruno-
dc.date.accessioned2019-07-02T14:52:04Z-
dc.date.available2019-07-02T14:52:04Z-
dc.date.issued2018-07-04-
dc.identifier.citationResearch Technology Management 4 (61): 16-25 (2018-07-04)de_DE
dc.identifier.issn0895-6308de_DE
dc.identifier.urihttp://hdl.handle.net/11420/2874-
dc.description.abstractOverview: 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.en
dc.language.isoende_DE
dc.relation.ispartofResearch Technology Managementde_DE
dc.titleMaking 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 innovationde_DE
dc.typeArticlede_DE
dc.type.diniarticle-
dcterms.DCMITypeText-
tuhh.abstract.englishOverview: 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.de_DE
tuhh.publisher.doi10.1080/08956308.2018.1471273-
tuhh.publication.instituteUnternehmertum W-11de_DE
tuhh.type.opus(wissenschaftlicher) Artikel-
tuhh.institute.germanUnternehmertum W-11de
tuhh.institute.englishUnternehmertum W-11de_DE
tuhh.gvk.hasppnfalse-
dc.type.driverarticle-
dc.type.casraiJournal Article-
tuhh.container.issue4de_DE
tuhh.container.volume61de_DE
tuhh.container.startpage16de_DE
tuhh.container.endpage25de_DE
item.grantfulltextnone-
item.creatorGNDZynga, Andy-
item.creatorGNDDiener, Kathleen-
item.creatorGNDIhl, Christoph-
item.creatorGNDLüttgens, Dirk-
item.creatorGNDPiller, Frank-
item.creatorGNDScherb, Bruno-
item.openairecristypehttp://purl.org/coar/resource_type/c_6501-
item.fulltextNo Fulltext-
item.openairetypeArticle-
item.creatorOrcidZynga, Andy-
item.creatorOrcidDiener, Kathleen-
item.creatorOrcidIhl, Christoph-
item.creatorOrcidLüttgens, Dirk-
item.creatorOrcidPiller, Frank-
item.creatorOrcidScherb, Bruno-
item.languageiso639-1en-
item.cerifentitytypePublications-
crisitem.author.deptUnternehmertum W-11-
crisitem.author.parentorgStudiendekanat Management-Wissenschaften und Technologie-
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