Abstract
In today’s business environment, it is often argued, that if organizations want to achieve a sustainable competitive advantage, they must be able to innovate, so that they can meet complex market demands as they deliver products, solutions, or services. However, organizations alone do not always have the necessary resources (brilliant minds, technologies, know-how, and so on) to match those market demands. To overcome this constraint, organizations usually engage in collaborative network models—such as the open innovation model—with other business partners, public institutions, universities, and development centers. Nonetheless, it is frequently argued that the lack of models that support such collaborative models is still perceived as a major constraint for organizations to more frequently engage in it. In this work, a heuristic model is proposed, to provide support in managing open innovation projects, by, first, identifying project collaborative critical success factors (CSFs) analyzing four interactive collaborative dimensions (4-ICD) that usually occur in such projects—(1) key project organization communication and insight degree, (2) organizational control degree, (3) project information dependency degree, (3) and (4) feedback readiness degree—and, second, using those identified CSFs to estimate the outcome likelihood (success, or failure) of ongoing open innovation projects.
Highlights
In today’s complex, and unpredictable business landscape, if organizations want to achieve sustainable competitive advantages, they need to develop strategies that enable them to enhance performance and innovation to meet actual market needs and demands [1,2]
Research shows that as organizations engage in networks of collaboration, more work within and between organizations will be done through informal networks of relationships, that will emerge as the collaboration evolves, reducing to a certain extent the role of the formal organizational structure [13,26]
While organizational formal networks consists of a designed chain of authority where often are ruled by the rational-legal authority system based in universalistic principles that are understood as fair, informal networks are usually hidden behind an organizational formal chart, very hard to see with a naked eye [27], and very often not ruled by the rational-legal authority system but rather by unfair and particularistic principles, such as friendship, propinquity, homophily, dependency, trust, and so on, which are characteristic of personal and social needs of individuals [25]
Summary
In today’s complex, and unpredictable business landscape, if organizations want to achieve sustainable competitive advantages, they need to develop strategies that enable them to enhance performance and innovation to meet actual market needs and demands [1,2]. This has to do with the process of identifying critical success factors that must obey the criteria of being unique and repeatable to one of the two possible project outcomes—failure or success. This phenomenon is one of the reasons why the proposed model in this work does operate with one unique centrality metric but rather with five different ones, in order to capture other dynamic behaviors that may not be able to be captured by a given centrality measure
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