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![Figure 6-The Open Innovation process (adapted from [14])](profile/Cornelius-Schutte/publication/290440787/figure/fig2/AS:646082858061825@1531049565327/The-Open-Innovation-process-adapted-from-14_Q320.jpg)
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The sustainability of the efficiency and speed of the innovation process has always posed to be a troublesome affair for any organisation. Various research efforts have shown that the innovation process offers struggling success rates, with various iterations ending in failures or products not correctly positioned and targeted for the market. Resea...
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... According to Open Innovation, enterprises should not rely only on the results of their research and development works but also use external sources of innovation through cooperation with other entities [112][113][114]. Enterprises using Open Innovation acquire the necessary knowledge and innovations as part of the built network of contacts (specialized research institutions, suppliers, users, customers and competitors) [115,116]. They should also share their inventions, which they do not use, to other entities based on selling licenses, creating consortia or spin-off companies. ...
The implementation of Product-Service Systems (PSS) calls for the modification of existing business models. The goal of the paper is to work out an analysis and a classification of PSS design methods used in the development of new business models. Using a systematic review method, we identified 60 PSS design methods. Following the examination of the major business model templates, we selected the Business Canvas Model for further studies. Then, coding rules were adopted to specify what elements of the Business Model Canvas impacts individual PSS design methods and an analysis was performed. In the final stage, methods were broken down by Business Model Canvas domains. Various PSS design methods presented in the literature address different areas of Business Model Canvas. The available PPS methods can be classified into three main groups: Group 1—including infrastructure and offering; Group 2—including infrastructure, offering and customers; and Group 3—including infrastructure, offering, customers and finance. Very few methods consider areas such as Key Partners, Customer Segments, Cost Structure and Revenue Streams. Nevertheless, there is no PPS design method that would address all of Business Model Canvas building blocks. The paper discusses PSS design in business model context. Classification of PSS design methods was proposed together with new possibilities to develop business models based on this classification. The proposed approach illustrates the combination of PSS design methods applied in food processing and agricultural machines industry.
... Online product co-design is growing rapidly. Customer involvement in the design and development of new products leads to better products, which are more effective, efficient, and easier for users to accept and succeed [10], and have been identified as a reliable source of competitive advantage [11]. The online community has changed the rules of the game for retail companies, forcing them to change their business strategies [6]. ...
Web-based stakeholders’ participation in product co-design is an emerging business model for companies. However, research on user’s online involvement in product co-design is limited. In this paper, we investigated the three major interdisciplinary academic databases Web of Science, Scopus, and ScienceDirect (data collected in May 2020), with the aim of explaining the meaning, core concepts, historical roots, and research trends of co-design. A total of 39 of the deemed relevant studies were emphatically analyzed, systematically discusses the concept implication and development status of co-design, and the key points of web-based product co-design research, as well as the future research direction.
... The organisation controls and maintains the eventual products developed in collaboration with their contributors. This method gives organisations more control by ensuring that the correct products are developed as fast as possible, while reducing the overall cost of development (Schutte & Marais, 2010). In the innovation networks approach, an organisation leverages a network of contributors in the design process by offering a reward in the form of an incentive. ...
As people pay attentions to social innovation as the source of innovative ideas and the repository of new business models, this study poses the following research questions: How does a social open innovation succeed? What is the success factor of social open innovation? What are the successful dynamics of social open innovation?
This article selected two case studies: one is the Burro Battery Company in Ghana and the other is grassroots innovation enterprise of India known as the Honey Bee Network and its collaborator, National Innovation Foundation (NIF), Ahmedabad. The first case is a social open innovation firm case while the second case is a social open innovation policy case. Through deep case study, we found out the ways of success of social open innovation strategy and social open innovation policy.
... Coined by Chesbrough (2003), this form of innovation promotes information exchange across enterprise boundaries. Open innovation does not belong to the open approach, since knowledge transfers are usually limited to a contractual framework and subject to non-disclosure agreements (Marais & Schutte 2009), and not freely opened. ...
The ‘open approach’ is rooted in the open-source and free-software movements. Its application has spread to more fields than computer engineering. Product design is impacted as well: we observe new stakeholders and practices challenging current structured design processes and leading to industrial successes. Open-design appears to be promising yet disruptive. Moreover, its distinctive features remain unclear.
This paper aims to popularize this new concept, as well as to give both researchers and practitioners an overview of current research on open-design, and its consequences on design. For this, we conducted a systematic quantitative bibliometric analysis of 624 entries corresponding to the keyword ‘open-design’ in the Scopus database. This supports a qualitative synthesis of scientific literature, enabling us to summarize practices falling under the umbrella term ‘open-design’. As such, this paper traces the evolution of product design and the open approach. It also analyzes the impact of open-design on the design process as presented in the scientific literature. Finally, this paper develops a typology of open-design of tangible artifacts that distinguishes among three currently reported varieties of practice: do-it-yourself , meta-design , and industrial ecosystems . As the major contribution of this paper, this typology is developed as a final discussion.
... In other words, open innovation supports the collaboration between different people, R&D institutions, startups, SMEs, large companies, universities and other organizations, aiming at innovation and sharing both risks and gains [3,4]. The main benefits of implementing the concept of open innovation in a firm are [5]: lower-cost profitability for R&D activities, customer involvement from the early stages of development, competitive advantage and improved productivity of the R&D process. During the implementation process, risks and challenges automatically occur. ...
This article presents the concept of open innovation in IT brands, an industry that is always evolving. We will present the results of a preliminary study regarding the benefits of open innovation on Cluj-Napoca IT brands, the evolution of the number of employees from large companies in the industry and the future direction of research. The sample of the study contains 37 firms selected from a total of 1,490 companies registered in Cluj-Napoca.
... According to the Oxford Dictionary [23], innovation can involve the execution or progression of innovation, or it can be a new, fresh and different introduction of a good or service. Marais & Schutte [13] stated that innovation is frequently mistreated within the marketing world to introduce new inventions. ...
... Therefore, innovation entails the complete process, from the generation of an opportunity, to its successful exploitation in the marketplace (Marais & Schutte [13]). ...
... Du Preez and Louw [5] designed a generic process, which combines a convergent innovative funnel process and divergent innovative bugle process. The result is dubbed the Fugle model and it serves as a reference architecture for innovation, which comprises of all the activities addressed in defining innovation as well as being commercially implementable (Marais & Schutte, 2009).The Fugle model's phases and stages are summarised at the top of the following page in Table 8. ...
Business model innovation is crucial for any business to stay competitively relevant. Yet, few businesses understand its dynamics. Similarly, white space opportunities are often avoided due to a lack of understanding and reliable capturing processes. The potential exists to combine different business-model-innovation frameworks to achieve a well-structured design framework, which supports companies in designing new white space business models. This paper clarifies the definitions for business model innovation, identifies and compares business-model-innovation frameworks-to identify common elements. Finally, the paper proposes a design framework capable of designing appropriate white space business models.
... These stages clearly define what goals the innovation try to gain, what tasks should do to support goals and what tools should be used to put tasks into practice. Fugle model [5] divides this process into seven stages, compared with Garrett's model, Fugle focuses more on concept establish and specifics platforming criteria for technical level [10]. It is therefore can be seen that current open innovation model can support the openbased web application development. ...
... Talking about Open Innovation, several models already exist in literature, which cover the following areas [31] [32]: ...
For modern manufacturing companies, the combination of physical products and intangible services (called Product-Service Systems or PSS) has been proved by time to be useful to enhance the product features by adding value throughout new functionalities, and bringing competitive advantages in a specific target market. Through PSS, companies create new business opportunities, extend the market share, differentiate the product portfolio, and improve sustainability. The PSS approach shifts the company attention from producing physical products to offering integrated systems. However, ideating and designing a PSS is a complex and multifaceted process, which requires multiple competences and cross-functions cooperation within the manufacturing company. In fact, the design phase requires to simultaneous dal with the characteristics of the physical product and of the intangible services, the last ones being by their nature fuzzy and difficult to define. Furthermore, the two entities have to be synergistically delivered and strategically managed thanks to the adoption of a PSS lifecycle management methodology and tools, in particular for the creation of a proper PSS infrastructure to delivery and maintain all the components from the design to the end of life phases. Several methodologies to design PSS can be found in literature. Most of them focus on technical development stages, while some of them face also the innovation aspects and sustainability. However, traditional product-centered approaches are not able to fully support the processes that manufacturing companies have to put in place for creating PSSs. This paper presents a new approach, based on the combination of the Open innovation method with IT solutions supporting information sharing and intra-team cooperation, in that any manufacturing company could adopt to manage the design process of a PSS. In particular, the methodology and the tools are focused on the early stages of the PSS design process, as Ideation and Concept definition that have been developed within the European FP7 project FLEXINET.
... Schutte, C. & Marais, S. (2010): The Development of Open Innovation Models to Assist the Innovation Process.15 West, J., Salter, A.,Vanhaverbeke, W., & Chesbrough, H. (2014a). ...
... Dodgson, Gann and Salter examined the role of innovation technology. (2008) [21] Marais and Schutte (2010) [68] described innovation process as an excellent vehicle for driving quest for competitiveness on product, process or strategic level. ...
... [38] West and Gallagher [83] noted that OI incorporates essential component to the traditional innovation and accelerates collective learning and value creation. Marais and Schutte [68] described innovation processes as a vehicle for competitiveness driving quest on a product, process or a strategic level. ...
Open innovation (OI) is generally recognized as innovation management paradigm. In fact, it is more complex, particularly from the implementation viewpoint, so this paper aim is contributing to OI state of the art overview, implementation and development, influence onto small and medium enterprises (SME’s), through competitiveness development. It is implemented primarily through initiating, accepting and practice implementation, focusing to organisations, processes and management. OI also has its challenges, it opens new opportunities and risks, bringing a business to an unpredictable outcome, simultaneously challenging and rewarding. During the past decade OI became a trend in SME’s and a controversial paradigm.
