Abstract
Open Innovation (OI) research has covered various organizational forms in dimensions of durability (permanent versus temporary organizing) and organizational scope (intra- or inter-organizational). Inter-organizational forms - both temporary and permanent – are regarded mainly as modes of OI. However, these organizational forms also act as initiators of OI activities to extend knowledge transfer across the inter-organizational consortium borders, which is hardly researched. To address this gap, the research presented in this article develops an OI process for inter-organizational projects (IOP) as initiators of OI. The initial model is developed by action research with an IOP of museums and educational institutions implementing a series of hackathons. The model’s applicability is then evaluated for other IOPs by a survey, indicating the model’s suitability for practitioners. Findings point to the importance of collaborative activities for aligning the OI initiative with both individual partners’ and common project goals, while outbound activities are regarded least important despite the time-limitation of the project. The research is limited by its focus on the specific IOP environment of EU-funded projects and the small scope of the survey.
Highlights
The paradigm of Open Innovation (OI) has seen strong growth in research in the past decade, with a prevailing focus on the focal firm [1], [2]
The OI initiative in the case inter-organizational projects (IOP) is handled as a traditional innovation project, focusing on finishing the current project yet lacking the perspective of OI on future collaboration
This article describes a Design Science Research study to develop an OI process for IOPs. It takes up the call for further research on OI in inter-organizational structures, focusing on the organizational form of inter-organizational projects adding the aspect of temporariness
Summary
The paradigm of Open Innovation (OI) has seen strong growth in research in the past decade, with a prevailing focus on the focal firm [1], [2]. West and Bogers [3] urge the enhancement of understanding from additional perspectives, e.g., network forms of collaboration, and other industry types, e.g., not-for-profit, which has inspired the present research. Chesbrough and Bogers [4] suggest various organizational perspectives for researching OI. The present research approaches these by the dimensions of durability (permanent versus temporary) and scope (intra- versus inter-organizational). “Open Innovation Process for Inter-Organizational Projects,” Complex Systems Informatics and Modeling Quarterly, CSIMQ, no. 39] extend this understanding of “coupled open innovation as an interactive, collaborative process of joint value creation” with various actors involved (e.g., users, universities) in different modes (extending to networks or other interorganizational settings). The aspect of organizational structures serves as one perspective on extant OI research
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