Open Innovation Projects Research Articles

The Critical Catalyst: Getting Open Innovation Projects Right in Times of Disruption

Disruptions often call for rapid innovation at scale. Open innovation (OI) is critical in such contexts because it allows organizations to access resources beyond the firm’s boundaries. Yet, many OI projects fail, posing significant risks during disruptions. This article examines 12 ventilator development projects during the COVID-19 pandemic, of which only seven succeeded. Fifty-five interviews were analyzed to understand how organizational roles influence the outcomes of OI projects in times of disruption. The key finding is that projects that succeeded involved an organizational role largely absent in those that failed: namely, a catalyst.

Motivations for International Open InnovatioN (IOI): the perspective of Quebec SMES in Africa

Objective: This research aims to understand the motivations for SMEs from developed countries to engage in open innovation (OI) projects with partners in developing countries. Methodology: We adopted a qualitative approach and studied the case of 16 SMEs from Quebec that successfully carried out OI projects within African countries. Relevance: Despite the growing body of research on OI within SMEs, the international perspective of OI still needs to be explored. In particular, the context of developing countries has received limited attention, especially the motivations for SMEs from developed countries to undertake OI projects in developing countries. Main results: The results show that OI projects with African partners allow SMEs to integrate into African markets and acquire knowledge different from that of developed economies. These partnerships strengthen the overall organizational capacity of the SME beyond the acquisition of specific knowledge related to the innovation project. They also include social objectives to improve local communities living conditions. Theoretical contributions: By addressing the calls for research on OI within developing countries, this article expands the scope of OI in this context. It also contributes to the resource-based view theory by identifying integration within foreign networks as the main strategic resource, motivating SMEs from developed countries to initiate OI projects in developing countries. Managerial contributions: The study provides insights to SMEs from developed countries about the various reasons for implementing OI projects with partners in developing countries. It also offers them tailored advice to carry out such projects successfully.

Effects of tourism resource search on folk sports project development fuzzy front-end performance: The moderating role of environmental dynamics change.

How to improve the success of new project development through the collection of resources in the preliminary stages of new project development is a new area of research. Given the speed and magnitude of changes in the folk sports market environment, this study analyses the impact of tapping folk tourism resources on sports projects at the project development stage. Through stratified regression analyses of 600 Chinese firms engaged in folk sports project development, this paper finds that tapping internal tourism resources positively affects the Fuzzy Front-End Performance of incremental innovative project development. In contrast, tapping external tourism resources positively affects the Fuzzy Front-End Performance of breakthrough innovation projects. The study also indicates that the speed of environmental change (SEC) positively moderates the relationship between exploring external tourism resources (ERS) and Fuzzy Front-End Performance of incremental innovation projects. In contrast, the magnitude of environmental change (MEC) negatively moderated the relationship between internal tourism resource exploration (IRS) and the FFE-P of similar projects.

PURCHASING TEAM INNOVATION CLIMATES AS ANTECEDENTS OF PURCHASING INVOLVEMENT IN OPEN INNOVATION

This study aims to enhance our understanding of the relationship between team innovation climate within the purchasing team and the level of purchasing involvement in open innovation (OI) initiatives. Previous research in psychology and management has documented the impact of team climate on innovation capacity. Furthermore, the purchasing function has been recognised as a bridge between internal and external resources in OI. However, to date, research has not examined the link between the team innovation climate and the role of the purchasing function in OI initiatives. To address this gap, we studied a sample of 258 purchasing teams across industries in France based on a self-audit and questionnaire using established team innovation climate scales. From our analyses, four dimensions of the purchasing team climate towards innovation emerge: the team cohesiveness, the team creativity, the leader support for innovation and the institutional support for innovation. We subsequently conduct regression and necessary condition analysis. Our results show that institutional support is both necessary and positively related to involvement. Moreover, purchasing’s ability to contribute to inbound OI is constrained by each of the four dimensions of the team innovation climate, to various extents. Our work thereby elucidates the individual elements and the collective impact of the team innovation climate that enable the exploitation of the innovative potential of suppliers through purchasing’s bridge function between external and internal innovation actors providing new insights into the human side of OI at team level. Managerial Highlights • Team innovation climate plays an important role in the management of open innovation. • Team innovation climate influences the purchasing team’s involvement in open innovation projects of its firm i.e. the way its open innovation is managed. • There are four dimensions affecting the purchasing team innovation climate: institutional support, team leader support, team creativity and team cohesiveness. • High levels of involvement of the purchasing function do not occur without at least medium levels of these four dimensions. • Only institutional support is directly and positively related to the increasing level of involvement of purchasing in open innovation initiatives.

Navigating the Urgency: An Open Innovation Project of Protective Equipment Development from a Quadruple Helix Perspective

This study empirically explores the Quadruple Helix model’s potential in facilitating an urgent open innovation project. By examining the life cycle of the project, developed during the COVID-19 pandemic crisis in Brazil, it reveals complex interactions among government, academia, industry, and civil society stakeholders, while also shedding light on the various risks arising from their dynamic collaboration. Employing an approach that combines case study analysis, risk assessment, and theoretical framework development, we unravel the project’s evolution, highlighting pivotal elements such as trust, collaboration, communication, agile mindset, stakeholder partnerships, scale, and logistics. Additionally, the study underscores concerns related to finance, time, reputation, and health, which warrant consideration. Risk analysis uncovers internal and external risks and categorizes thirty-two risks, with one deemed unacceptable, thus revealing valuable insights into stakeholders’ partnerships, institutional image, public equipment, manufacturing, project management, human resources, intellectual property, regulation, and sanitation risks. Building on these findings, we develop a new framework illustrating the management of the urgent open innovation project through the fast-paced Quadruple Helix formation. By exploring stakeholder collaboration and risk management, this research provides insights into the adaptability and speed required to successfully execute an emergency project, as well as presenting practical strategies for risk management and mitigation, significantly contributing to the domains of the Quadruple Helix and project management research.

The impact of cooperative communication on co-innovation performance: the mediating role of knowledge sharing

Purpose Effective cooperative communication and knowledge management capabilities are particularly important in the cross-team cooperation. Based on the social exchange theory, this paper aims to further explore the role and influence mechanism of cooperative communication and knowledge sharing on co-innovation performance in open innovation projects (OIPs). Design/methodology/approach This paper takes China’s high-tech enterprises as the research object by using a paired questionnaire survey based on 168 pairs of OIPs. Hayes’ PROCESS programme and the bootstrap technique are used to test the hypothesis model and the significance of the mediation effect. Findings This study finds that cooperative communication is an effective mechanism for the internal and external interaction of OIPs. Knowledge sharing plays an intermediary role in the relationship between cooperative communication and co-innovation performance; both explicit knowledge sharing and tacit knowledge sharing have a significant positive impact on co-innovation performance. And the impact of cooperative communication on co-innovation performance is based on effectively promoting the knowledge sharing of partners. Originality/value This research incorporates cooperative communication, knowledge sharing and co-innovation performance into a unified research framework to study the co-innovation at the project level, enriches the research scenario on the mechanism of cooperative behaviour, deepens the understanding of the role and influence mechanism of cooperative communication and knowledge sharing on co-innovation performance in OIPs, verifies the mediating role of knowledge sharing to co-innovation, and also helps extend the social exchange theory to a new research setting.

Aligning Science-Based Partnerships: Attaining Jointly Beneficial Outcomes in Open Innovation Projects

Firms are increasingly using science-based partnerships to organize for open innovation. To attain outcomes like innovations and high-quality research, science-based partnerships usually consist of multiple short-term R&D projects in which partners work closely together. However, partners often find it difficult to achieve jointly beneficial outcomes. This study explores a science-based partnership and three of its R&D projects to gain multilevel insights into how partners through alignment practices can achieve jointly beneficial outcomes. We find that partner alignment happens through practices that are influenced by structured coordination at the partnership level and mainly unstructured coordination at the project level. Our findings contribute to the literature on open innovation and coordination mechanisms by providing a multilevel view of the dynamic process of partner alignment and showing how it influences outcomes in partnerships. Our findings provide insights into why some open innovation projects fail while other projects succeed, and they have important managerial implications related to how partners in R&D projects should align to attain outcomes.

How Do External Networks and Strategic Targeting Impact Open Innovation in the Global Auto Industry

This research examines the interactions between open innovation (OI) strategies and competitive behavior in global automotive assemblers and suppliers. We show that these firms behave differently when engaging external networks to limit downside risks when dealing with competitors (and rivals). Specifically, we find that firms cross external firm boundaries for incremental, but not radical technology projects using nominal external links. Our results are aligned with emerging innovation trends in the auto industry where the locus of innovation has evolved upstream in the digital age, from final assemblers to suppliers. This study provides support for a theory to explain inter-firm competitive dynamics within OI contexts. In particular, it provides an explanation for boundary selection criteria when engaged in OI projects. We conclude with implications for theory and practice and provide guidance for potential future research.

Mise en œuvre de l’innovation ouverte internationale au sein des PME : le rôle du processus d’internationalisation

This study focuses on implementing international open innovation (IOI) projects within SMEs and the role of the internationalization process in this endeavor. Based on interviews with 38 CEOs of Quebec SMEs, the study reveals that IOI is primarily implemented through inbound and coupled practices involving specific actors such as competitors, distributors, or non-governmental organizations (NGOs). SMEs also face several challenges, including distrust, resource insufficiency, risk management, and the distance between innovation partners. However, the existence of pre-existing or gradually constructed networks helps mitigate these challenges. This research enriches the literature on IOI and provides guidance for executives for successful IOI implementation. Keywords: International open innovation, implementation, challenges, internationalization process, knowledge-based approach, SMEs.

Evaluating Performance of Projects Using Six Sigma Approach

Researchers have attempted to improve the project performance using principles like lean, just-in-time, total quality management, etc. However, little research is done to quantitatively assess project performance by using six sigma metrics. In this article, we present weighted rolled throughput yield (RTY), and hence six sigma, based methodology to evaluate the performance of projects, considering multiple criteria. Here, we consider a project decomposed into work breakdown structure of multiple levels. This approach considers seven criteria, classified under five groups namely, quality, cost, time, safety, and environmental sustainability for evaluating the performance. Analytical hierarchy process is used to assign weights to the criteria. RTY obtained is converted into a sigma value. The results are relevant from practical point of view since we consider various elements for performance evaluation, namely, 1) complex series–parallel structure of processes in a project; 2) hierarchical structure of the project; 3) multiple criteria for sigma level computation; 4) performance based on “correct first time” concept; and 5) flexible approach enabling the manager to add/delete the criteria depending on the need. We explain the developed methodology using two practical case studies. This is the first time that the particular six sigma metric is applied to assess the performance of construction and innovation projects. This approach is simple, lucid, yet effective, and we hope it will be useful to researchers and practicing managers alike.

The Choice of Cooperative Governance Mechanism in Open Innovation Projects under the Synergy of the Electricity–Carbon Market

Improving the level of cooperative governance of open innovation projects is a key bridge and powerful starting point for promoting the full integration and coordinated development of different market systems. Against the background of the synergy of the electricity–carbon market, this study explores how a company chooses a cooperative governance mechanism and the implementation effects of governance mechanisms. The results, based on the sample data from 175 OIPs of companies in China, show that the collaborative dependence of a company promotes the implementation of relational governance; however, it has no significant effect on contract control. Meanwhile, both relational governance and contract control have significant positive effects on knowledge transfer and cooperative performance. Moreover, knowledge transfer plays a mediating role in relational governance, contract control, and cooperative performance. The conclusion enriches the understanding of cooperative governance mechanisms, which has important implications for management research and the practice of open innovation projects. It also has certain practical significance for helping the power industry to achieve the goal of carbon neutrality.

Keeping Open Innovation Projects Alive: A Multiple Case Study of Covid-19 Ventilator Projects

Keeping Open Innovation Projects Alive: A Multiple Case Study of Covid-19 Ventilator Projects

THE DESIGN OF SCALABLE WEB GIS MICROSERVICE FRAMEWORK FOR UNDERGRADUATE EDUCATION

Abstract. As an interdisciplinary integration of GIS theory and network technology, Web GIS is of great significance for the comprehensive development of students’ GIS capability. Therefore, this paper targets undergraduate GIS education and presents a novel approach to designing a scalable Web GIS microservices framework, which consists of three essential components: scalable Web GIS microservices using RESTful APIs, scalable geographic data source provider using PostGIS, and scalable Web mapping and symbolization using JavaScript. In the GIS practice, students are expected to utilize Python, PostGIS, and JavaScript programming languages to develop RESTful microservice APIs, access geographic data, and perform mapping and symbolization using Web browser. Furthermore, they are encouraged to adjust the workload of GIS spatial analysis and algorithms based on the needs of the development environment, and implement different GIS applications. Ultimately, by guiding students to use this framework and participate in GIS practice, the aim of improving their GIS capability is achieved. The experimental results show that through the design and practice of the scalable Web GIS microservices framework, the relevant contents of Web GIS, GIS Software Development, GIS Principle, GIS Algorithm, and GeoDatabase courses are integrated. Students participate in GIS practice in various forms, such as open experiments, innovation projects, and professional competitions, which enhance their GIS capability at the undergraduate level and achieve favorable results.

Governing open innovation projects: The relationship between the use of trust and legal bonds

Governing open innovation projects: The relationship between the use of trust and legal bonds

A New Approach for Agile Teams’ Allocation in Open Innovation Projects

Due to constant change in the marketplace, it can be difficult for companies to secure the material, human, and technological resources necessary for competitive innovation activities. In this sense, and to overcome these constraints, the open innovation model is a quite successful approach, where the sharing of resources among companies allows the formation of an innovation ecosystem. However, the execution time of these projects can be negatively affected if the performance of each work team is not taken into account. In this work, the application of the agile approach in open innovation projects is proposed as a way to reduce the uncertainty both in the execution time of the projects and in the respective implementation costs. In this sense, a methodology for optimal team assignment for agile teams in open innovation projects according to their performance on each project task is developed to determine the optimal team assignment that leads to the shortest project execution time. This methodology will support decision making in the project management of open innovation projects, especially in the selection of the internal and external work teams that will participate in a given innovation project. The application of the proposed methodology is illustrated with an example describing and analyzing the different steps of its application. The results show that with the proposed methodology it is possible to take into account the performance of each team when calculating the project execution time and that the project execution time varies depending on the assignment of the agile teams to the project tasks. It is also shown that it is possible to determine the optimal assignment with the shortest project execution time.

Sustainable Development towards Openness SME Innovation: Taking Advantage of Intellectual Capital, Sustainable Initiatives, and Open Innovation

The issues of the relationship between the innovative maturity of enterprises, the orientation of small- and medium-sized enterprises (SMEs) to the principles of sustainability, and the expansion of their participation in sustainable development with business efficiency are very important and interesting. In this case, it is important to find a good balance between a policy that focuses on sustainable development and businesses’ needs. This will help SME companies be as efficient as possible and have the least amount of impact on the environment. This is especially important for countries where small- and medium-sized businesses are the main driving force of the country’s economy. This research aims to examine how the conceptualizations of intellectual capital (e.g., relational capital, social capital, and structural capital) affect open innovation and sustainability-oriented initiatives to foster open sustainability innovation for small- and medium-sized businesses. Using structural equation modeling based on second-order factor analysis, survey data were collected from 481 SMEs in Thailand. Intellectual capital in SMEs enhances opportunity recognition in SMEs to develop open sustainability innovation, while sustainability-oriented initiatives and an open innovation strategy should be well-placed. SMBs and business policymakers should pay attention to the idea of intellectual capital in terms of socio-rational resources, in which open sustainability innovation projects could be developed through sustainable cooperation.

Impact of multiple commitments on the performance of open innovation projects: the mediating role of trusted and vigilant knowledge interaction

PurposeBased on commitment system theory and commitment-trust theory, this study aims to reveal the effects of participating teams’ multiple commitments (i.e. synergistic commitments and conflicting commitments) on the performance of open innovation projects through the mediating role of trusted knowledge interaction and vigilant knowledge interaction.Design/methodology/approachPrimary survey data collected from 242 respondents of 47 open innovation projects in the manufacturing industry was used to test eight hypotheses. Correlations between multiple commitments, knowledge interaction and the performance of open innovation projects were investigated.FindingsThe findings reveal that synergistic commitments improve the performance of open innovation projects through enhancing trusted knowledge interaction. Synergistic commitments reduce the level of vigilant knowledge interaction, and the performance of open innovation projects follows an inverted U-shaped relationship with vigilant knowledge interaction. Conflicting commitments negatively moderate the effect of synergistic commitments on trusted knowledge interaction and vigilant knowledge interaction.Originality/valueThe authors extend commitment system theory and commitment-trust theory to open innovation project field. The findings bridge the gaps in isolated and static focus in previous commitment literatures and innovation management literatures, and provide practical guidance for how to better manage the dynamic combination of multiple commitments and knowledge interaction among participating teams in open innovation projects.

Pathways and mechanisms for catalyzing social impact through Orchestration: Insights from an open social innovation project

Within the entrepreneurship literature, there is a growing interest in understanding collective entrepreneurial approaches to tackling societal challenges. In this study, we examine the orchestration of collective action in an open social innovation project bringing together public administrations, citizens and organized civil society to collaboratively address several societal challenges. Analyzing data generated in-situ and in real-time over the entire duration of the project we show how social impact orchestration can generate impact through four pathways: lead user focus, solution focus, problem focus, and ecosystem focus. For each pathway, we show how orchestration enhanced the impact potential of stakeholders involved by enabling learning and scaling. Our study contributes to the literature on impact entrepreneurship and advances knowledge on orchestrating innovation for social impact.

Managing open innovation projects: an evidence-based framework for SMEs and large companies cooperation

PurposeHow can joint open innovation (OI) projects between small and medium-sized enterprises (SMEs) and large companies (LCs) be effectively managed? This study aims to try to answer this research question with a focus on the critical success factors (CSFs) of such cooperation.Design/methodology/approachBased on 40 semi-structured interviews with Italian SMEs and LCs engaged in various industries, 20 open OI projects involving SMEs and LCs are investigated using a reflexive thematic analysis, a methodology involving both deductive and inductive approaches.FindingsFifteen CSFs grouped into seven categories emerge from the analysis of joint OI projects between SMEs and LCs. Among them, shared leadership, dynamic decision-making and priority setting emerge as essential elements at the basis of the proposed SMEs–LCs cooperation in joint OI projects that were not sufficiently addressed by prior studies.Originality/valueTo the best of the authors’ knowledge, this study is the first to provide an evidence-based framework for managing joint OI projects between SMEs and LCs. Relatedly, this study links the practices and most recurring CSFs that facilitate such cooperation.

Driving Innovation Initiatives in a Multinational Company Subsidiary: A Case Study and Conceptual Framework for Further Application

This study aims at identifying factors that facilitate the development of the capacity to generate innovations in a subsidiary of a multinational company. Based on the understanding that innovation management deals with the establishment of organizational routines and the investigation of environmental factors that affect the success of the innovation process, the purpose of this work is to contribute toward identifying these factors. For this, a single case study was carried out in a Brazilian subsidiary of a German multinational company, having as incorporated objects the two Business Units of the subsidiary. The results include 20 potential factors to drive the innovation process in the subsidiary company organized as a tree-like structure with three categories: reasons to innovate, spontaneous factors and induced factors. The structure serves as a conceptual framework to address future research, as well as to help subsidiaries’ managers to leverage innovative potential. The study opens room for further implementation of open innovation in the company, as the innovation process is now more stable and robust. Excellent alternatives for open innovation projects are available in the local market and can now be implemented by the company.