Abstract
Open Innovation is increasingly being introduced in international and national organizations for the creation of value. Open innovation is a practical tool, requiring new strategies and decisions from managers for the exploitation of innovative activities. The basic question that this study seeks to answer is linked to the practice of open innovation in connection with the open business model geared towards the creation of value in a Brazilian company. This paper aims to present a case study that illustrates how open innovation offers resources to change the open business model in order to create value for the Brazilian company. The case study method of a company in the sector of pharma-chemical products was used. The results indicate that internal sources of knowledge, external sources of knowledge and accentuate working partnerships were adopted by company as strategies to offer resources to change the open business model in order to create value.
Highlights
Open innovation is increasingly being introduced in international and national organizations for the creation of value (Chesbrough & Rosenbloom, 2002; Lee, Olson, & Trimi, 2012; Morgan & Finnegan, 2008; Ndou, Vecchio, & Schina, 2011)
The basic question that this study seeks to answer is linked to the practice of open innovation in connection with the open business model geared towards the creation of value in a Brazilian company
This paper aims to present a case study that illustrates how open innovation offers resources to change the open business model in order to create value for the Brazilian company
Summary
Open innovation is increasingly being introduced in international and national organizations for the creation of value (Chesbrough & Rosenbloom, 2002; Lee, Olson, & Trimi, 2012; Morgan & Finnegan, 2008; Ndou, Vecchio, & Schina, 2011). The stock of information and knowledge captured externally is transferred to the company and is a useful tool for the creation and delivery of value, increasing the growth of the organization, the conquest of new domestic and international markets, and contributing to increased performance and profits This movement to capture knowledge from outside the company is one of the driving elements in the creation of value for the company, because it makes operation of dynamic capabilities visible, in the sense of understanding and mapping opportunities and threats, grabbing opportunities to maintain competitiveness through the increase, combination, protection and reinvention of the business model (Teece, 2007; Teece et al, 1997)
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