Abstract
Although the concept of open innovation has become widely discussed by scholarsand practitioners, few cross-cultural studies focus on the assessment of companies’ behaviourstowards “not invented here” and “not sold here” syndromes. The purpose of this paper is toinvestigate the profiles of Japanese and Romanian companies operating in two fields, IT andmanufacturing, from the open innovation perspective. The goal of this study is therefore toprovide comprehensive empirical evidence for the adoption of inbound and outbound openinnovation activities in the companies from these two target countries. Data from a sample ofJapanese companies and Romanian companies were used to test two hypotheses on openinnovation behaviour, in the context of a cross-cultural comparative approach. The results showthat technology isolationists are more frequently found among the Romanian companies(especially in the manufacturing field), than the Japanese companies, which can be explainedby the fact that Japanese firms are mainly based on leading innovative technologies, whileRomanian firms are early adopters of the advanced technologies, due to the economiccircumstances. Japanese companies included in the sample are defined as technology fountains,followed by technology brokers, proving their appetite for outbound open innovation. In thiscontext, strategic intelligence solutions, once performed in collaborative culture environments,will lead to the improvement of the partners’ managerial competences and will act as enablersfor competitive positioning, proving the added-value of the acquired know-how through openinnovation practices.
Highlights
Cross-cultural strategic intelligence configuration, designed to enhance open innovation benefits, challenges managerial skills to reframe and upgrade rooted companies’ high tech patterns of cooperation, through refining drivers of associating cultural diversity and open innovation.the cross cultural-open innovation hybrid approach requires efforts toward building new managerial capability to anchor specific coordination mechanisms, enabling the best matching of strategic intelligence configuration and high-tech partnership outcomes.This cross-cultural research is mainly focused on the assessment of the correlations between Japanese and Romanian companies’ profiles from an open innovation perspective and the field in which these companies are operating
The cross cultural-open innovation hybrid approach requires efforts toward building new managerial capability to anchor specific coordination mechanisms, enabling the best matching of strategic intelligence configuration and high-tech partnership outcomes
The four clusters of firms, in the context of their involvement in innovationbased activities are represented by the technology isolationists, technology fountains, technology sponges and technology brokers (Lichtenthaler et al, 2011)
Summary
The cross cultural-open innovation hybrid approach requires efforts toward building new managerial capability to anchor specific coordination mechanisms, enabling the best matching of strategic intelligence configuration and high-tech partnership outcomes This cross-cultural research is mainly focused on the assessment of the correlations between Japanese and Romanian companies’ profiles from an open innovation perspective and the field in which these companies are operating. Erickson and Rothberg (2013) suggest that decision-makers should be aware that a balance between knowledge sharing and protection is compulsory, giving particular attention to industry-by-industry conditions, demanding more or less protection when innovation is a high priority As a result, they must be able to decide when to develop and share proprietary knowledge assets widely (outbound open innovation) and when not to (inbound open innovation). The propensity to outbound innovation increases the competitive intelligence risks
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