Open Innovation: The New Imperative for Creating and Profiting From Technology
Abstract
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... Open Innovation (OI) has captured the attention and efforts of scholars and industry practitioners, who have noticed a shift from closed to open models (Chesbrough 2003;Chesbrough et al. 2006). OI assumes that firms leverage internal and external ideas and paths to market and thus create better opportunities to innovate (Bigliardi et al. 2021;Bogers et al. 2018;Smart et al. 2019). ...
... Open Innovation (OI) has captured the attention and efforts of scholars and industry practitioners. Introduced by Chesbrough (2003), who noticed a shift from closed to OI models, OI rests on the principle that companies leverage internal and external ideas to innovate and thus create strategic value for their market (Bogers et al. 2018;Smart et al. 2019;Ahn et al. 2019;Patrucco et al. 2022), along research, development, and commercialisation stages of the funnel. Moreover, OI has become even more important in the context of the opportunities brought by the wider digital transformation of business and society, which enables value to be created in new ways and promises to radically transform all industries and sectors (Bigliardi et al. 2021;Chesbrough 2003;Huizingh 2011). ...
... Introduced by Chesbrough (2003), who noticed a shift from closed to OI models, OI rests on the principle that companies leverage internal and external ideas to innovate and thus create strategic value for their market (Bogers et al. 2018;Smart et al. 2019;Ahn et al. 2019;Patrucco et al. 2022), along research, development, and commercialisation stages of the funnel. Moreover, OI has become even more important in the context of the opportunities brought by the wider digital transformation of business and society, which enables value to be created in new ways and promises to radically transform all industries and sectors (Bigliardi et al. 2021;Chesbrough 2003;Huizingh 2011). For example, a key aspect of OI is placing the innovation processes within an ecosystem of people, organisations, and sectors that supports value co-creation (Bogers et al. 2018;Weiblen 2014). ...
In the current environment of high volumes of data, large established firms are looking for new ways of gaining a competitive advantage through Open Innovation (OI). Sharing unstructured data represents such an opportunity. However, the literature is scarce in understanding how to attract this data and realize more value within the OI funnel. We thus investigated a business model illustrating how large research‐intensive firms can use it to support data sharing for OI. We interviewed 25 professionals in an OI project between a global pharma organization focused on the animal health market, a UK‐based university, and data science firms. Firstly, we provide evidence of the role of data sharing in OI for extracting value. Secondly, we theorize a business model that supports data sharing for inbound and outbound OI using three stages of value realization. We welcome further research to confirm or extend our findings in other industrial settings.
... In today's business world, innovation is a necessity for survival, as it is defined by disruptive technologies, evolving customer demands, and the threat of new market entrants (Chesbrough, 2003). Startups are increasingly being recognized as strategic partners by established corporations in India, who are turning to them for collaboration (Kumar & Draney, 2019). ...
... Corporations are increasingly embracing open innovation principles by collaborating with external partners like startups to access fresh ideas and expertise. CVCs represent one facet of a corporation's broader venturing strategy, which may also involve incubators, accelerators, and partnerships with universities or research institutions (Chesbrough, 2003). ...
... Open Innovation Theory (OI): According to Chesbrough (2003), Open Innovation (OI) proposes that corporations can enhance their innovation capabilities by accessing external knowledge and technology sources. Collaborating with startups, known for their agility and fresh ideas, exemplifies this theory in action. ...
Corporate innovation is a critical aspect of the business world, and its growth is becoming increasingly powered by collaborations with startups. These partnerships offer established corporations with access to the agility, innovative ideas, and cutting-edge technologies of young ventures. However, each company approaches these collaborations with unique strategies shaped by their individual goals, resources, and risk tolerance, leading to a phenomenon which is commonly termed the "prism of corporate innovation." This qualitative, case-study-based research is designed to explore this phenomenon by deconstructing the specific motivations, preferred methods, and unique considerations for success within each company's engagement strategy in the Indian context. By conducting in-depth interviews with diverse stakeholders within the Indian innovation ecosystem, including corporations, startups, incubation centers, and a bank, the study investigates a range of engagement strategies, such as hackathons, accelerators, scouting, and venture capital investments. The research highlights that although challenges such as cultural differences and mismatched expectations may emerge, success factors such as clear communication and shared goals can help overcome these challenges. By analyzing a series of rich case studies, this research illuminates the spectrum of corporate innovation engagement within India, identifying commonalities and variations across cases. This research aims to shed light on the complexities of corporate-startup partnerships, providing valuable insights to help corporations and startups forge collaborations that foster both innovation and growth. The findings of this research will be useful to policymakers, entrepreneurs, and other stakeholders in the Indian innovation ecosystem, as well as to corporate innovation practitioners globally.
... In today's interconnected global economy, fostering innovation-driven growth has become a key priority for governments and policymakers [1], [2], [3], [4]. Innovation is widely recognized as a catalyst for regional economic resilience and competitiveness, playing a fundamental role in shaping industries, advancing technological progress, and addressing global challenges [5], [6], [7], [8]. ...
... A significant body of research has shown that innovation is no longer confined within individual firms or research institutions but is instead driven by collaborative networks, knowledge exchange, and open platforms [1], [8]. This shift is encapsulated in the OI paradigm, which emphasizes the importance of external knowledge flows, co-creation, and ecosystem-wide innovation processes [15]. ...
... Despite these advancements, most national and regional innovation frameworks still prioritize traditional R&D and firm-centric indicators, which do not sufficiently capture the role of external knowledge-sharing and crossorganizational collaboration-fundamental principles of OI [1], [2]. ...
Despite the growing prominence of Open Innovation (OI) in business and policy, National Innovation Metrics (NIM) remain largely rooted in traditional, firm-centric models, failing to capture ecosystem-wide collaboration and knowledge exchange This study critically examines how OI is integrated - or overlooked - within major Innovation Measurement Frameworks (IMF), particularly the European Innovation Scoreboard (EIS), Global Innovation Index (GII), and Bloomberg Innovation Index (BII). Findings reveal that existing innovation scoreboards prioritize input-output indicators (e.g., R&D expenditure, patenting) while neglecting systemic, network-driven innovation dynamics. The continued absence of OI-specific metrics reinforces a "black box" effect, where national innovation success is assessed without visibility into knowledge flows and collaborative innovation mechanisms. This study contributes to rethinking NIM by advocating for a shift from closed-system assessments to dynamic, network-based measurement models. By bridging innovation policy, measurement theory, and OI research, it provides a foundation for future empirical studies on integrating OI indicators into national benchmarking frameworks, ensuring more accurate assessments of Innovation Ecosystem (IE) performance.
... However, there is limited empirical research that specifically addresses the challenges of managing open innovation-driven supply chain networks within this new industrial paradigm (Bogers et al., 2017;Mubarak et al., 2023). Moreover, while some challenges related to open innovation, such as intellectual property management and collaboration costs, have been discussed, there is a lack of comprehensive studies that categorize and prioritize these challenges in the specific context of Industry 5.0 (Bogers, 2014;Laursen & Salter, 2006;Mubarak & Petraite, 2020;Chesbrough, 2003). This gap highlights the need for a deeper understanding of the specific obstacles that companies face when implementing open innovation in their supply chains as they transition toward more sustainable and human-centric practices. ...
... One of the key concepts that have gained prominence in this context is open innovation. Open innovation, as defined by Chesbrough (2003), refers to the systematic collaboration with external entities to leverage knowledge, ideas, and technologies beyond the traditional boundaries of a firm. In the era of Industry 5.0, open innovation within supply chain networks is becoming increasingly important as firms seek to enhance their competitiveness, resilience, and sustainability . ...
... Firms must carefully manage their IP assets to ensure that they are protected while still engaging in meaningful collaboration with external partners. This requires the development of clear IP agreements and the implementation of robust IP management practices (Chesbrough, 2003;Bogers, 2014). Finally, the integration of advanced technologies into open innovation networks can be challenging, particularly for small and medium-sized enterprises (SMEs) that may lack the necessary resources and expertise. ...
... In Wales, the setting of this study, output per hour worked was 15.9 % below the UK average in 2021 (Office for National Statistics, 2021), suggesting the urgency of innovation capability development. Moreover, innovation activities through engagement with external innovation actors, known as open innovation, is widely seen as a mechanism to enhance business innovation (Chesbrough, 2003;Chesbrough & Brunswicker, 2014). Open innovation can potentially support organisations to collaboratively develop innovation projects and new solutions to solve emerging problems. ...
... Innovation capabilities within firms refers to their ability to effectively generate, develop, and implement innovative ideas and solutions (Aas & Breunig, 2017;Janssen & Castaldi, 2018). Key aspects to enhance innovation capabilities include a creative culture (Lounsbury et al., 2018), R&D activities alongside new product development (NPD) and new service solutions (NSS) (Steinmo et al., 2022), cross functional collaboration (Moaniba et al., 2018), flexible and responsive process (Urbinati et al., 2022), market knowledge (Aas & Breunig, 2017), open innovation (Chesbrough, 2003), and leadership development and learning (Smith et al., 2019). Open innovation is crucial as firms may source external knowledge to addresses an innovation issue, potentially doing so more quickly and at lower cost than solving the issue inhouse (Chesbrough, 2003;Tapscott & Williams, 2010). ...
... Key aspects to enhance innovation capabilities include a creative culture (Lounsbury et al., 2018), R&D activities alongside new product development (NPD) and new service solutions (NSS) (Steinmo et al., 2022), cross functional collaboration (Moaniba et al., 2018), flexible and responsive process (Urbinati et al., 2022), market knowledge (Aas & Breunig, 2017), open innovation (Chesbrough, 2003), and leadership development and learning (Smith et al., 2019). Open innovation is crucial as firms may source external knowledge to addresses an innovation issue, potentially doing so more quickly and at lower cost than solving the issue inhouse (Chesbrough, 2003;Tapscott & Williams, 2010). Specifically, there are inbound (Chesbrough, 2003;Dodgson et al., 2006;Laursen & Salter, 2004), outbound (Chesbrough, 2003;Danneels & Frattini, 2018;Piller & Walcher, 2006) and coupled open innovation activities (Chesbrough & Brunswicker, 2014) jointly absorbing new knowledge and developing new paths to market with new technologies in the form of joint venture, alliance and consortium (Chesbrough & Brunswicker, 2014). ...
This paper presents empirical evidence on how publicly funded programme communities of practice (CoPs) enhance learning and innovation activities at the organisational and inter-organisational level, which in turn develop organisation's innovation capabilities. It draws upon studies on two programme CoPs in Wales and presents eight case studies. Findings reveal, firstly, that CoP can promote the learning of new tools, knowledge, and technologies to encourage product and service innovation. Secondly, CoPs can promote innovative solutions to common challenges, such as implementing circular economy principles. Thirdly, CoP can facilitate collaborative inter-organisation innovation. Our paper answers the recent call for empirical research on the role of publicly funded collaborative projects that support business to innovate. It also expands the understanding of adopting CoP for management education. Practically the framework we developed can guide policy makers and practitioners on how universities can share risk, knowledge, and support organisations to develop their innovation capabilities and achieve sustainable development.
... The literature highlights collaboration as a crucial element between collective intelligence and collaborative innovation in a highly competitive environment (Aouinaït, 2021). Chesbrough's (2003) model emphasises shifting from closed to open innovation, integrating external knowledge sources for business survival. He argues that innovation should occur in an open system, supported by external cooperation, rather than being confined within a company's boundaries. ...
... He argues that innovation should occur in an open system, supported by external cooperation, rather than being confined within a company's boundaries. The integration of external information and ideas is vital for discovering and building new capabilities (Von Hippel, 1988;Chesbrough, 2003). The ability to detect signals and seize opportunities (Teece, 2000) is crucial for innovation performance and long-term competitiveness, aligning with research on horizontal and vertical relationships as innovation sources (Von Hippel, 1988). ...
... After confronting Hypothesis 5 with the context of Tunisian consulting firms, we confirm that collective intelligence is positively and significantly linked to collaborative innovation. Our results were supported by the work of Chesbrough (2003), Noubel (2004), Von Hippel (1988, Teece (2000), Argote and Ingram (2000), Weng et al. (2018), Elia et al. (2020), andAl-Omoush, (2022). Collaboration within a consulting firm is a crucial capacity to face the changes and challenges imposed on a daily basis by the client and the environment. ...
Companies are grappling with growing uncertainty and rapid changes driven by evolving societal needs and shifts in consumer and stakeholder behaviours. They are facing significant challenges, making organisational behaviours such as agility key capabilities that enable companies to adapt, innovate, and respond quickly to market developments. Therefore, it is essential to unify the efforts of all organisation members to effectively respond to environmental demands and collaborate in fostering innovation. This can be achieved through the influence of learning capacity and participative leadership behaviour, which together promote the development of collective intelligence. This study aims to test the effect of organisational agility on collaborative innovation, considering organisational learning, participative leadership, and collective intelligence. A quantitative analysis was conducted using a questionnaire, and the data were analysed employing the structural equation modelling method. The research sample consisted of 347 consultants and managers from consulting firms, a sector where agility and innovation are crucial. The findings highlight that agility significantly impacts organisational learning, participative leadership, and collective intelligence, which, in turn, drive collaborative innovation and strengthen companies’ competitive positioning. This study enriches research by urging consultants and managers to foster collaborative innovation through organisational capabilities and participative leadership that enhances collective intelligence.
... Conversely, business professionals might view scientific uncertainty as risky or overly complex. This mutual misunderstanding can hinder trust and collaboration [18][19][20][21]. ...
... Failure to anticipate regulatory requirements can lead to delays or costly redesigns. Furthermore, maintaining effective communication and collaboration across diverse teams spread across institutions and sectors requires organizational commitment and appropriate incentives [18][19][20][21]. ...
Biomedical technology development is a multidisciplinary endeavor that demands the seamless integration of groundbreaking scientific innovation and sharp business acumen. While pioneering discoveries in biomedical science lay the foundation for novel diagnostics, therapeutics, and medical devices, the successful translation of these innovations into market-ready products necessitates a deep understanding of business fundamentals. This encompasses areas such as market analysis, intellectual property management, regulatory compliance, funding strategies, and commercialization pathways. This paper provides an in-depth exploration of how embedding business acumen within the scientific innovation process can accelerate the development lifecycle, reduce the risk of failure, and maximize the societal impact of biomedical technologies. It further analyzes the structural and cultural barriers that exist between scientific and business disciplines, outlines collaborative models that foster productive partnerships, and highlights successful case studies where business-savvy innovation led to transformative healthcare solutions. The discussion concludes by emphasizing the need for interdisciplinary education, supportive policy frameworks, and enhanced organizational strategies to bridge the gap between science and business, ultimately fostering sustainable biomedical innovation.
... Organizations are increasing their efforts to collaborate with external partners, such as research institutions, to foster start-ups and innovation-driven growth. These approaches support organizations in accessing new ideas, expertise, and technologies for innovation and growth (Chesbrough, 2003). ...
... 5. Establish transparent communication channels with internal and external stakeholders. 6. Develop a quality culture by fostering a track of continuous improvement by doing periodic reviews. ...
Strategic planning is essential in higher education institutions (HEIs) to effectively navigate the challenges in today’s academic environment. It plays a crucial role in institutions' development and contributes to achieving national priorities. This paper focuses on investigating the importance of strategic planning within HEIs, investigating challenges, and evaluating fundamental elements and exemplary practices. The paper highlights the importance of aligning an institutional strategic plan with its vision, mission, values, and objectives by considering internal and external factors that might impact the coming years. The significance of strong leadership, ongoing assessment, and active participation of internal and external stakeholders in developing and executing the plan was covered. The education sector plays a vital role in national development to achieve national goals, and its operations need to be harmonized. One of the structured approaches to defining long-term objectives is strategic planning, which formulates specific themes and strategies to achieve them. Organizational interventions are vital factors affecting an organization's functioning and its goal of achieving targets. Henceforth, strategic planning lays a pathway for achieving goals and promotes coordination and collaboration in effectively implementing long-term strategies. The proposed research framework was developed considering various organizational interventions that include internal and external collaborations by involving stakeholders, and it helps future studies to enhance institutional practices for improving strategic planning and its effectiveness.
... Regardless of innovation type all need a structured process that needs to be centered on the user and covers four main fields: consumer identity, market cultures, consumer patterns and mass mediated market ideology that supports products and services that are desired (Saragih, 2023). Chesbrough (2003) covers the innovation process through two typologies, the closed or traditional typology and the open typology. In the closed model, successful innovations require broad and total control. ...
... The successful innovation today is considered more the actors network creation than individuals or organizations in isolation (Kimpimäki et al., 2022). At the firm level, OI implies that firms must leverage their internal inventions outside their organizational boundaries simultaneously by exploring existing ideas in a firm's external environment (Chesbrough, 2003). From this point of view, this model sees innovation as a cooperation network results not only punctual, but also offers knowledge, ideas and patents for the new products and processes generation that are existing in modern business environments (Wolf et al., 2022). ...
Globalization has amplified competition between companies and increasingly demanding its ability to stay ahead of its competitors who are located far beyond their city, region or country, and innovation has become essential for organizations not only to be leaders in their markets, but also to increase competitiveness and, above all, avoid its decline, a world -class innovation management process is essential. The objective of this research effort is to present a technological capability model for innovation managing for global companies that is adaptable to their realities and aimed at knowledge-intensive industries. To achieve this goal, the research method applied was action research, starting with the mapping of the literature to identify the most relevant studies, recognize the state-of-the-art, theoretical propositions and in a collaborative way with the participation of experts and professionals that act, directly or indirectly, in the innovations development; the model is co-creation under two evaluation perspectives: the first called technological functions that represent the main areas that have an impact on the success in evaluating strategies, planning, development, execution and in the innovations results in industrial companies and the second perspective that are the competence levels, which at the highest level strongly favor and support innovation in industrial companies, so that organizations can measure themselves, compare themselves with others and, through planning, achieve excellence. In addition, as the expected goal is to obtain an indicator called Innovation Technology Index (ITC index), as well as a tool that facilitates the application and its dissemination and, later, the applicability of concepts in the real environment of aerospace enterprises. The first findings demonstrate the ease of understanding and applicability of the model for companies to analyze innovation management and identify gaps to convert them into real opportunities to leverage their businesses.
... Focusing on solving a problem through open hardware is a more efficient use of resources and scientist's time. Not surprisingly, funding research and development to innovate faster through open hardware (Chesbrough, 2003;Maxwell, 2006), produces more hardware than funding a legal department. ...
... To overcome such limitations, it is thus necessary to overcome these challenges by educating universities as well as their faculty and staff about the full costs of IP and illuminating successful open hardware business models (Chesbrough, 2003;Pearce, 2017;Thomas, 2019;Thomas et al., 2023). While patents have been ingrained in governments for a long time that even may be changing. ...
The development of scientific hardware has followed a trend since the industrial revolution, which focused on centralized manufacturing of proprietary products to benefit from economies of scale. Unfortunately, scientific hardware, which favors custom, highly sophisticated, and often small specialized markets are not a particularly good fit for this model. The results of using the proprietary model of scientific hardware development are a series of challenges including the following: (1) slow innovation and limited novelty, (2) black box syndrome, (3) reduced technology transfer, (4) vendor lock in, (5) no lateral scaling, and (6) high economic costs. This work evaluates the potential for the free and open-source hardware development model to overcome these challenges and finds the open hardware approach contributes to (1) faster innovation, (2) increased transparency, (3) rapid and widespread technology transfer, 4) enhanced competition, (5) peer production and scalability, and (6) lower economic costs. Although there are some limitations to the open hardware approach, their impact is small compared to the benefits of avoiding the standard proprietary model. Funding the development of open hardware for scientific research is a clear way to enhance impact while garnering a high return on investment for funders.
... In the decades since Learned, Christensen, Andrews, and Guth (1965) introduced the core ideas of corporate planning and business policy, strategic management has evolved into a robust field dedicated to helping organizations navigate ever-changing environments (Rumelt, Schendel, and Teece, 1994;Nag, Hambrick, and Chen, 2007 (Barney, 1991;Williamson, 1981;Chesbrough, 2003) and ...
This chapter examines AI-augmented strategy tools' role in enhancing strategic decision-making. We focus on how AI can enrich strategy formulation and implementation processes. We outline the potential benefits of incorporating AI-such as the broader approach to data access and data analysis. The additional benefits of augmenting AI in traditional strategy tools and frameworks are speed of data analysis and, therefore, speed of decision-making and dynamic updating of organizational changes when AI is introduced in these traditional tools and frameworks. Caution is raised to maintain a balanced, evidence-based perspective while adopting AI to avoid inflated claims that some generative AI tools might produce. An example of an AI-augmented SWOT analysis is presented, followed by highlighting how AI can augment many other strategy tools and frameworks for both strategy formulation and implementation. We conclude by suggesting how AI-powered strategy tools can be responsibly developed and integrated into pedagogy, research and practice.
... (Ko et al., 2005;. Furthermore, the rapid advancement of technology has necessitated a requirement for coordinated R&D activities (Chesbrough, 2023). According to this, SMEs may engage in partnerships with research centres and academic institutions to finance their R&D costs and gain access to additional resources, therefore expediting their digitalisation initiatives (Chan et al., 2022). ...
This dissertation integrates insights derived from the four analyses presented throughout the work, which correspond to the digitalisation of Small and Medium-sized Enterprises (SMEs). The objective is to interweave the understanding developed in each chapter, presenting a coherent narrative that elucidates the intricate dynamics involved in the digitalisation process of SMEs. The contents are a collection of papers structured into six chapters. Chapter 1 introduces the research project and discusses the motivation, conceptual issues, and research strategy. Chapters 2, 3, 4, and 5 employ different methodologies to provide a broad and variegated view of the digitalisation process in SMEs. Moreover, Chapters 3,4 and 5 used a dataset from a survey carried out in 2022 among Spanish SMEs. Chapter 6 concludes the thesis.
Chapter 2, titled “Bibliographic Analysis of Digitalisation in SMEs: A Comparative Study from Italy and Spain”, introduces a comparative bibliographic analysis, a novel approach that has not been previously used. This methodology seeks to generate scholarly interest in both countries, where national-level bibliometric studies are rare, and no prior comparative research exists. The data is obtained from the Scopus database. This method reveals the primary developments, key research themes, and the prevailing collaboration trends at individual, university and country levels in the field of digitalisation in SMEs. The findings reveal a growing interest in SME digitalisation in both countries. Italy leads in publication and citation volume, but research in both countries lacks thematic diversity. The literature remains largely theoretical, highlighting the need for more empirical studies.
Chapter 3, titled “Digital Transformation of Small and Medium-Sized Enterprises as an Innovation Process: A Holistic Study of its Determinants”, employs a novel holistic theoretical framework and an econometric methodology to examine the challenges SMEs face during their digital transformation. Digital transformation is explored in this analysis as an innovation process. The findings indicate that human capital and organisational factors, rather than technological constraints, are key to digital transformation. SMEs must adopt formal strategies for digitalisation, integrating internal digital skills and fostering collaboration with external partners, such as ICT consultants and universities.
Chapter 4, titled “Addressing Challenges and Catalysts for E-Commerce Adoption in SMEs”, investigates the internal and external factors influencing the adoption of e-commerce technologies. The analysis highlights that financial constraints, limited digital skills, and weak external collaboration are the main obstacles to e-commerce adoption in SMEs. Investment in ICT, R&D, and innovation, along with stronger connections to external advisors and competitors, is crucial for overcoming these barriers.
Chapter 5, titled “Adoption of Artificial Intelligence in Small and Medium-Sized Enterprises: The Role of Competencies and Skills”, investigates the role of competencies and skills in the process of the adoption of AI within SMEs. According to the results of this paper, SMEs with university- educated leaders, IT expertise, and advanced digital management systems (e.g., ERP, marketing analytics) are more likely to implement AI. Partnerships with universities also facilitate AI integration by providing access to expertise and innovation resources.
Chapter 6, “Conclusion”, summarises and discusses the findings of the project, and the managerial and policy implications derived from the individual chapters. Moreover, this chapter highlights the theoretical, managerial and empirical contributions of this dissertation, mentions the limitations of the current study, and formulates potential avenues for further research.
... Open innovation, defined as "innovation process based on purposively managed knowledge flows across organizational boundaries" (Chesbrough & Bogers, 2014, p. 17), is a robust framework for understanding RKS from the private to public sectors. In the open innovation context, organizations use external and internal ideas and paths to advance their products, services, technologies and their innovation performance (Chesbrough, 2003;Lee et al., 2012). By engaging with external environments, organizations harness external knowledge and share their knowledge base with diverse stakeholders (Chesbrough et al., 2006;Dahlander et al., 2021). ...
Existing research has emphasized that public sector knowledge is conducive to stimulating entrepreneurship. This article shifts the focus and extends the Knowledge Spillover Theory of Entrepreneurship (KSTE) by introducing a theoretical framework for reverse knowledge spillovers (RKS), which explores how private sector knowledge catalyzes entrepreneurial activity within the public sector. Drawing on KSTE, open innovation theory, and public sector entrepreneurship literature, we delineate key elements of RKS (such as actors, types of innovation, dimensions of proximity, and transfer mechanisms), and examine the relationships between these elements. This study highlights the practical and policy implications of RKS, advocating for more dynamic interactions between private and public sectors. By fostering these interactions, this research aims to inform strategic management and policy-making, ultimately strengthening and enhancing entrepreneurial ecosystems.
... It matches: -Open innovation, tapping external ideas (Chesbrough, 2003). -Design thinking, solving user needs (Brown, 2008). ...
This paper presents 'precedents thinking,' a method by Zenios and Favaro at Stanford GSB, using past ideas via framing, searching, combining, and converting to tackle modern issues in manufacturing, healthcare, and technology. It covers Ford's assembly line, blending slaughterhouse lines and profit-sharing, and a healthcare effort cutting $265 billion in U.S. waste with standardized contracts and payment systems. X posts from June 2025 by Stanford GSB and others confirm innovation builds on past solutions. The method offers structured problem-solving, cross-industry use, risk reduction, and scalabil-ity, but faces limits with incremental focus and precedent search.
Statistically Improbable Phrases (SIPs): precedents thinking, using past ideas, past ideas, healthcare waste
... Dentre os estudiosos contemporâneos, destaca-se também Henry Chesbrough (2003) que propõe o conceito de inovação aberta, defendendo que as organizações devem ultrapassar suas fronteiras e buscar conhecimento externo, parcerias e redes colaborativas para inovar com mais eficácia. ...
Este artigo analisa os laboratórios de inovação no âmbito do Poder Judiciário brasileiro, com ênfase nas iniciativas implementadas no Distrito Federal. A pesquisa adota uma abordagem qualitativa, de caráter exploratório e descritivo, e busca compreender o papel desses laboratórios na modernização institucional e na promoção de práticas mais eficientes, colaborativas e centradas no cidadão. Inicialmente, são discutidos os fundamentos teóricos da inovação no setor público, bem como os principais marcos legais que sustentam sua adoção no Brasil. Em seguida, examina-se a estratégia do Conselho Nacional de Justiça (CNJ) voltada à institucionalização da cultura da inovação, especialmente por meio da criação de laboratórios como instrumentos de transformação organizacional. O estudo também identifica e descreve as tipologias desses espaços inovadores no contexto governamental, destacando sua capacidade de fomentar soluções criativas para desafios complexos da administração judicial. Por fim, é analisado o cenário específico do Distrito Federal, com levantamento de dados sobre os tribunais sediados na região e suas respectivas iniciativas em inovação. A partir dessa análise, conclui-se que os laboratórios de inovação têm desempenhado papel relevante na construção de um Judiciário mais ágil, transparente e conectado às necessidades da sociedade.
... Creative Skills are similarly critical in a world where AI handles many of the technical and analytical tasks. AI is capable of automating processes such as data analysis, content generation, and even design, but it lacks the innate creativity that humans bring to problem-solving, innovation, and artistic expression (Chesbrough, 2003). As AI tools become more common in fields like marketing, design, and product development, the ability to think outside the box and generate novel ideas will remain a uniquely human strength. ...
Artificial Intelligence (AI) is transforming the global workforce by automating routine tasks, augmenting human capabilities, and creating new job opportunities. This paper explores the multifaceted impact of AI on the future of work, considering both its potential to disrupt and enhance various industries. The paper examines the accelerating adoption of AI across sectors such as healthcare, transportation, finance, education, and defence, highlighting its role in improving productivity, decision-making, and strategic tasks. While AI presents opportunities for increased efficiency, it also raises significant concerns, particularly regarding job displacement and the need for reskilling. The analysis distinguishes between the effects of AI on blue-collar and white-collar roles, noting that repetitive, low-skilled jobs are at greater risk of automation, while higher-skilled, strategic roles may be augmented rather than replaced by AI. Furthermore, the paper discusses the emerging job categories resulting from AI advancements, such as AI ethics officers and data scientists, and the growing importance of hybrid teams combining human and AI strengths. Additionally, the paper emphasizes the role of proactive adaptation through upskilling, reskilling, and strategic workforce planning in mitigating the risks posed by AI, ensuring a more inclusive and adaptable workforce. Ultimately, the paper argues that AI is a tool whose impact depends on how it is managed, and that lifelong learning will be critical in preparing workers for the future of work
... Absorptive capacity refers to an organization's ability to acquire external knowledge, assimilate it, and apply it for innovation (Cohen & Levinthal, 1990). In this context, the open innovation model described by Chesbrough (2003) plays a critical role by facilitating the bidirectional flow of knowledge, both into and out of the organization. This exchange enhances the integration of internal and external knowledge sources, enabling their effective utilization within the organization. ...
Background: Journal clubs (JCs) are widely used to enhance nurses’ knowledge, promote evidence-based practice, and support professional development. However, in many clinical settings, JCs lack structured implementation and rigorous evaluation, especially in large, dispersed healthcare systems.
Objective: To implement a structured journal club framework among nurses in a major healthcare organization and evaluate its effectiveness in improving knowledge, research engagement, and professional satisfaction.
Methods: An action research design was conducted from September 2023 to June 2024 within Abu Dhabi Health Service Company (SEHA), the largest healthcare provider in the UAE. Eight JC meetings were held virtually. Attendance records showed that 551 nurses participated at least once, with a total attendance frequency of 827. For evaluation, 55 nurses who attended at least three meetings were invited to complete a mixed-methods survey, of whom 34 responded (62% response rate). Quantitative data were analyzed for reliability, validity, and correlation using Cronbach’s alpha, the Shapiro-Wilk test, and Kendall’s tau. Qualitative responses (n = 31) were thematically analyzed.
Results: High internal reliability was demonstrated across all evaluation scales (Cronbach’s α = 0.96–0.98). Strong positive correlations were found between JC implementation, perceived benefits, and satisfaction (τ = 0.778–0.894, p<0.001). Participants reported high agreement with statements reflecting the success of the JC framework, its usefulness, and overall satisfaction (mean > 4.0 out of 5). Thematic analysis revealed three main themes: perceived benefits (e.g., improved article appraisal skills, knowledge updates, and research engagement), perceived limitations (e.g., virtual format and low discussion participation), and suggested improvements (e.g., unit-based and face-to-face sessions).
Conclusion: The structured JC framework was positively received and perceived as beneficial by engaged participants. While limited by sample size and context, the study indicates potential value in continuing and expanding the initiative, particularly through unit-based adaptations and enhanced participation strategies.
... Indeed, on the one hand, OI can be a cornerstone for reversing the slow progress of CE initiatives. On the other hand, CE initiatives could trigger OI projects, ultimately representing an opportunity to harness the related advantages, such as faster time-to-market, reduced development risks and organisational learning (Bagherzadeh et al. 2021;Chesbrough 2003;Greco et al. 2019;Strazzullo et al. 2024;Vanhaverbeke et al. 2008;Vermicelli et al. 2022). ...
This editorial introduces a special issue that includes articles investigating how instruments, processes and structures in the area of innovation management can support the transition from a linear economy to a sustainable circular economy, with a particular focus on the role of open innovation and interorganisational collaborations. The call for papers also included instruments and processes in the area of creativity management; however, the articles included in the special issue mainly focus on the innovation management domain. First, the editorial introduces the link between open innovation and circular economy, clarifying the context of the special issue. Second, it presents an overview of the four articles included in the special issue. Third, it summarises the key contributions, highlighting the implications for practitioners and future avenues triggered by each article. Last, it suggests future research opportunities. The articles in the special issues contribute to the debate about the relationship between open innovation initiatives and circular economy practices, elucidating the connection with qualitative and quantitative analyses. The findings suggest the positive impact of the open innovation paradigm on implementing circular economy initiatives and shed light on the dynamics shaping this relationship.
... The results show that GFE can facilitate corporate SUGI by enhancing IURO, thereby verifying H3. Effective integration of internal and external innovation resources, along with diverse knowledge exchanges across organizational boundaries, is essential to reinforce high levels of innovation within firms [85]. Some studies suggest that IURO enhance the role of intelligent manufacturing in promoting high-quality green innovation in firms [86]. ...
Green factory evaluation (GFE) is a green industry policy in China with the goal of accelerating green manufacturing. How does GFE influence corporate substantive green innovation (SUGI)? Existing research has yet to provide definitive results. Based on GFE policy, this paper utilizes the data of China’s A-share listed manufacturing firms spanning 2012–2021 by the time-varying difference-in-differences model to investigate the impact of GFE on SUGI. The results indicate that GFE can significantly improve corporate SUGI. The mechanism results suggest that GFE promotes corporate SUGI by limiting greenwashing and enhancing industry-university-research cooperation. Additionally, we find the impact of GFE has greatly boosted corporate SUGI in industries characterized by high energy consumption and pollution levels, suggesting a potential disruption of technological path dependencies within these sectors. Moreover, firms with extensive external information disclosure exhibit stronger enhancements in SUGI under GFE. The conclusions confirm the effect and internal logic of GFE’s influence on corporate SUGI and provide a valuable advice for relevant policies aimed at improving green development.
... This finding aligns with the growing body of literature that emphasizes the value of external collaboration in innovation. Open innovation allows firms to leverage external knowledge and resources, thus accelerating creativity and improving time-to-market for new products (Chesbrough, 2021). ...
This study explores the impact of innovation management practices on business development outcomes in China’s high-tech manufacturing sector, focusing on the mediating role of organizational innovation capability. The research investigates how leadership for innovation, employee engagement in innovation, and open innovation practices influence business outcomes such as market performance, financial performance, and product/service innovation success. Additionally, it examines how organizational innovation capability mediates these relationships and the moderating effects of firm size and industry specialization. The study tests the following research hypotheses: H1: Innovation management practices, including leadership for innovation, employee engagement in innovation, and open innovation practices, positively impact business development outcomes. H2: Organizational innovation capability mediates the relationship between innovation management practices and business development outcomes. H3: Firm size moderates the relationship between innovation management practices and business development outcomes, with larger firms benefiting more. H4: Industry specialization moderates the relationship between innovation management practices and product/service innovation success, with specialized industries experiencing higher innovation success. The study uses quantitative methods such as regression analysis, correlation analysis, and ANOVA to test these hypotheses. The findings reveal that innovation management practices significantly enhance business development outcomes, especially when organizational innovation capability is strong. Open innovation practices, in particular, were found to be crucial for improving performance. Moreover, firm size and industry specialization were significant moderators, highlighting the importance of tailored innovation strategies.
... Além disso, faltam estudos sobre os desafios enfrentados por inovadores em mercados emergentes e setores menos estudados, assim como sobre o impacto das inovações na dinâmica dos ecossistemas digitais (Cenamor et al., 2017;Jacobides et al., 2018). Embora existam pesquisas sobre digitalização de produtos (Mukhopadhyay et al., 2024), desenvolvimento rural (Yin et al., 2022), desafíos institucionais (Pelzer et al., 2019) e inovação aberta (Chesbrough, 2003;Chen et al., 2023), o processo inovador sob uma perspectiva sociotécnica ao longo do tempo ainda é pouco abordado (Wallbach, 2020). ...
Diante do impacto das plataformas digitais, a inovação nesse campo tornou-se um tema central para o desenvolvimento dos mercados. Este estudo realiza uma análise bibliométrica dos trabalhos sobre inovação em plataformas digitais, mapeando o estado da arte, tendências e lacunas de conhecimento. A pesquisa abrange dados das bases Web of Science e Scopus, de 1996 a 2024. Os resultados evidenciam um crescimento expressivo nas publicações recentes, destacando a relevância crescente das plataformas digitais na economia global. Observou-se que China e Estados Unidos lideram como principais pólos de produção científica. Outro achado relevante é a natureza interdisciplinar das investigações, ressaltando a necessidade de colaboração entre áreas para aprofundar o conhecimento sobre o tema. Este panorama contribui para a compreensão das dinâmicas de inovação em plataformas digitais e suas implicações nos mercados globais.
... This theoretical perspective helps explain the observed negative association between technological prestige and licensing likelihood in our results. Furthermore, Chesbrough [47] underscores the importance of external knowledge flows and collaborative R&D in accelerating sustainable innovation. Smaller firms and universities, with limited internal R&D capacity, often rely on licensing as a pathway to both commercialize their own innovations and access complementary technologies. ...
Patent licensing is essential for sustainable technological diffusion, fostering innovation and strengthening industrial resilience. However, the determinants influencing patent licensing decisions remain underexplored. This study investigates these factors at both the enterprise and patent levels, emphasizing their role in promoting sustainable industrial innovation and knowledge transfer. Given the low proportion of licensed patents, this research proposes a measurement framework to identify thematically similar but unlicensed patents and applies a conditional logistic regression model to analyze the factors affecting licensing decisions. Using patent abstracts from the intelligent connected vehicles (ICVs) sector, topic modeling is conducted to classify technological themes, and Kullback–Leibler divergence is applied to measure differences between licensed and unlicensed patents. The results indicate that technological prestige and depth negatively influence licensing, whereas technological breadth, advancement, and stability have a positive effect. From a sustainability perspective, enterprises should optimize technology management to support responsible knowledge transfer and green innovation. Universities should enhance patent quality and innovation impact to contribute more effectively to sustainable development. Policymakers should refine patent licensing frameworks to foster an efficient, inclusive, and sustainable intellectual property ecosystem, thereby facilitating cross-sectoral technology diffusion, advancing eco-friendly industrial transformation, and promoting sustainable economic growth.
... In the contemporary business landscape, characterized by intensified competition (Ullah et al. 2021;Yin et al. 2022) and rapid advances in technology (Acar 2019), companies are forced to adopt a perpetual state of innovation and transformation to ensure financial sustainability and competitive dominance (Dargahi et al. 2021;Liang et al. 2024;Ullah et al. 2021). To address this challenge, organizations are increasingly leveraging external resources (Moghaddam et al. 2023) and adopting open innovation approaches, as outlined by Chesbrough (2003). This concept emphasizes that organizations can enhance their innovation capabilities through collaboration with external entities (Liang et al. 2024;Mack and Landau 2020). ...
Organizations increasingly leverage crowdsourcing and open innovation to tackle complex challenges by engaging external participants. However, maintaining active participation and ensuring high-quality contributions remain significant challenges. Through a structured literature review, this paper systematically examines the theoretical foundations and practical mechanisms that drive participant motivation in crowdsourcing initiatives. We categorize practical indications from research into three key dimensions: platform design and governance, contest design, and solver inducements. In addition to identifying research gaps, this study highlights theories and methods that have received limited attention to date and explores emerging research areas, such as the involvement of older people, the need for better filter mechanisms, and AI-supported collaboration, which warrant further development. Synthesizing theoretical and empirical perspectives, we advance academic discourse on crowdsourcing and digital platform management while providing actionable recommendations for designing more effective, motivation-driven crowdsourcing initiatives.
... Other papers also highlighted the positive relationship between tradition and innovation. Della Corte et al. (2018) proposed an expansion of the ITT concept to encompass open innovation (Chesbrough 2003) in the scope of analysis. Magistretti et al. (2020) demonstrated that tradition significantly contributes to the success of innovation in design companies by reinforcing company identity and enhancing value generation and capture. ...
This study aimed to assess the state of the art regarding companies facing challenges of balancing the maintenance of traditions and implementing innovations. The lack of integrative concepts for this type of firm justifies the research. A systematic literature review was conducted on Scopus and Web of Science databases, analyzing data through thematic analysis. Traditions, as expressions of cultural identity and historical heritage, serve as sources of authenticity and value creation, thereby contributing to the tourism and hospitality field by enriching customer and visitor experiences and destination competitiveness. This paper establishes “Tradition‐based Firm” as an integrative concept for businesses that preserve and valorize traditions. Furthermore, it formulates theoretical propositions that enhance understanding of these firms' contexts and their challenges in balancing tradition with innovation to achieve competitive advantage. Lastly, a research agenda is suggested. For practitioners, it offers insights to build tools and strategies optimizing tradition maintenance and innovation implementation.
... En este sentido, el producto resultante no se considera la finalidad primordial de dicha reforma, sino que el foco de atención se ubica en la totalidad del progreso hacia la mejora. Asimismo, el principio que tiene que guiar cualquier procedimiento de transformación debe enmarcarse en la denominada innovación abierta (Chesbrough, 2003), dado que el conocimiento que se genera es compartido por organismos que persiguen intereses similares mediante la creación de redes comunicativas. ...
The use of smart classrooms improves the linguistic competence of university students. The objectives of this research are to clarify how these digital environments are constituted and to show the effectiveness of methodological advances with the purpose of promoting collaborative learning. The results are obtained from a survey aimed at different universities. The development of an e-portfolio is advocated as evidence of the teaching-learning process. The proposal is based on the socioconstructivist theory and the resolution of problems related to spelling. In short, smart classrooms must be created in universities and the integration of ICT in teaching must be improved.
Buku ini mengajak pembaca untuk memahami secara mendalam dunia startup dan proses valuasi yang menjadi kunci dalam kesuksesan sebuah perusahaan rintisan. Dimulai dengan pengenalan mengenai karakteristik dan ekosistem startup, buku ini membahas tahapan perkembangan startup, tren global dan lokal, serta tantangan utama yang dihadapi oleh para pengusaha muda. Selanjutnya, pembaca akan diajak untuk memahami konsep dasar valuasi startup dan mengapa valuasi menjadi hal yang sangat penting dalam menentukan potensi dan nilai sebuah startup, terutama bagi para pendiri dan investor.
Metode-metode yang umum digunakan dalam valuasi startup juga dibahas secara komprehensif, mulai dari metode berbasis pendapatan, perbandingan pasar, hingga metode venture capital. Analisis keuangan yang mendalam, termasuk membaca laporan keuangan dan proyeksi keuangan, juga dijelaskan untuk membantu memahami nilai riil sebuah startup. Selain itu, buku ini juga mengupas pengaruh inovasi terhadap valuasi, termasuk bagaimana disrupsi pasar dan teknologi dapat mempengaruhi penilaian sebuah startup, serta pentingnya hak kekayaan intelektual dalam memperkuat posisi pasar.
Selain faktor keuangan dan inovasi, buku ini juga menyoroti faktor intangible yang mempengaruhi valuasi, seperti reputasi tim, kultur perusahaan, dan kemitraan strategis. Buku ini memberikan wawasan tentang kesalahan umum dalam valuasi startup, seperti overvaluation dan undervaluation, serta cara menghindarinya. Pembaca juga dapat mempelajari studi kasus dari berbagai jenis startup, peran investor, serta tren dan masa depan valuasi startup, termasuk pengaruh teknologi canggih dan proyeksi masa depan industri ini. Dengan panduan praktis untuk pendiri startup, buku ini memberikan pengetahuan yang berguna untuk meraih kesuksesan dalam dunia startup.
In recent years, emerging technologies have affected various aspects of human life that require a specific field of study to scientifically research and evaluate theinfluences. The convergence of these technologies, especially Artificial Intelligence, Augmented Reality, Nanotechnology, Biotechnology and Quantum Computing, has dramatically increased their impact on human life. The consequences of these emerging technologies in conjunction with ethical aspects of human life have created a new era for humanity in a brief period.Examining the philosophical and economic dimensions that have led to the creation of these technologiescan show a vision of technology-based economic models, more comprehensive international policies, more social welfare, and a new international order of new infrastructure. This new order will include the change of relations between people, the change of the global governance system, the change of economies, and even the change in use of energy. Furthermore, this study seeks an answer to the question of whether such a major transition will be achieved solely by technological advances or political strategies, and how this may redefine global governance and interpersonal relations in the forthcoming decades, centuries, and millenniums.
O artigo explora quali-quantitativamente os ecossistemas de inovação agtech brasileiros a partir de uma análise bibliográfica de dados secundários. Justifica-se pela importância crescente dos ecossistemas de inovação como motores do desenvolvimento econômico e tecnológico no agronegócio, além da relevância do Agro 4.0. A pesquisa adota uma abordagem exploratória, descritiva e de natureza quali-quanti, analisando dados de organizações de inovações. Os resultados destacam a rápida expansão das startups agtech no Brasil, com um crescimento significativo no número de empresas e uma concentração predominante nas regiões Sudeste e Sul. A análise revela disparidades regionais na distribuição dos ecossistemas de inovação, com o Sudeste e Sul liderando em infraestrutura tecnológica, enquanto o Norte e Nordeste apresentam maiores oportunidades de desenvolvimento. O estudo conclui que, embora haja um ambiente de inovação favorável, é necessária uma maior igualdade regional e políticas públicas que incentivem o crescimento equilibrado dos ecossistemas de inovação atgtech em todo o país. Recomenda-se futuras análises aprofundadas sobre a estrutura, impacto e desafios desses ecossistemas para maximizar o potencial de inovação agrícola no Brasil. A pesquisa foi apoiada pelo CNPq, INÊS e Agro Labs, que forneceram financiamento, suporte técnico e recursos tecnológicos.
The article addresses the question of whether crowdsourcing is an innovation. First, it is shown that within the framework of crowdwork, the organization of certain work processes, especially concerning the composition of the workforce, the work content, control mechanisms, flexibility, and gratification, is renewed. Second, crowdsourcing-based innovations differ in terms of the actors involved, the field of application, the decision-making mechanisms, and the result from classical variants. Thus, crowdsourcing-based innovations are only found in certain fields, whereas in knowledge-intensive economic sectors the model seems to reach the limits of its performance. In addition, a heterogeneous crowd of internet users is assumed to generate differing ideas in quantitative and qualitative terms. Closure mechanisms, i.e., making decisions for certain and against other variants, have partly changed through crowdsourcing. A central innovation is crowdvoting. In certain fields users’ innovations can be superior in several respects, although the overall costs of crowdsourcing-based innovations do not tend to be lower.
The rapid advancement of digital technologies has fundamentally transformed urban development patterns, creating unprecedented opportunities for ecological innovation and sustainable development. This study investigates the impact mechanisms of digital transformation on urban sustainable development through ecological innovation, using panel data from 96 Chinese cities spanning 2015-2023. We construct comprehensive indices for digital transformation, ecological innovation, and sustainable development using principal component analysis, and employ multiple regression models to examine their relationships. Our findings reveal that digital transformation significantly promotes ecological innovation (β=0.973,β=0.973, p<0.001,p<0.001), which in turn enhances urban sustainable development (β=0.921,β=0.921, p<0.001p<0.001). Mediation analysis demonstrates that ecological innovation serves as a crucial mediator, accounting for 87.4% of the total effect of digital transformation on sustainable development. The study also identifies significant regional heterogeneity, with stronger effects observed in eastern regions and larger cities. These results provide empirical evidence for the "digital-ecological-sustainable" development paradigm and offer important policy implications for promoting urban sustainability through digital-ecological synergy. The research contributes to the literature by integrating digital transformation theory, ecological modernization theory, and sustainable development theory into a unified analytical framework, while providing practical guidance for policymakers seeking to leverage digital technologies for environmental and sustainable development goals.
The purpose of the article is to identify actions which make up the innovation process of companies and to verify the hypothesis that majority of the surveyed companies use demanding models of the innovation process. Innovation process usually begins with research on consumer needs, which indicates the use of a demand-driven innovation model. Furthermore, the more steps an innovative process has, the less willingly it is used by companies, especially micro and small companies. This is primarily due to the fact that with more phases in an innovation process, the expenses tend to rise and the fi nancial issues usually are of big importance to the smaller companies.
Nos capítulos anteriores lidamos com o contexto geral que envolve a Transformação Digital nas empresas e trouxemos uma síntese do funcionamento do Modelo das Duas Rodas. Mais do que isso, debatemos um pouco sobre os bastidores da experiência de proposição e aplicação do Modelo das Duas Rodas e um pouco da história que se sucedeu após a sua difusão inicial. Neste capítulo o objetivo é apresentar como isso tudo agora se junta e justifica a necessidade de se revisitar e complementar o MDR. Também é aqui que adentraremos em como o MDR21 efetivamente funciona em suas grandes linhas.
Por essa razão, este capítulo representa uma transição de estilo no livro – vamos deixando paulatinamente os aspectos mais reflexivos sobre o que está ocorrendo no mundo e a história mais localizada do MDR e vamos passando aos pontos mais práticos e prescritivos da proposta e que dão o tom do restante da obra. Assim, o presente capítulo ainda tem um pouco dessas duas faces e, ao passarmos para a explicação do MDR21, assume-se de vez a vocação de guia do que será tratado nas páginas seguintes.
Duas questões continuam importantes e justificam o estilo da escrita, que é um pouco diferente do livro original do Modelo das Duas Rodas. Discutiremos um pouco da “cozinha” por detrás do MDR21 para dar respaldo não somente prática, mas mostrar também bases conceituais sobre as quais ele se alicerça. O preço é se perder um pouco do caráter direto do discurso. Todavia, para além do aspecto didático que isso representa, é importante contrastar e deixar claro que a comunicação simples e enxuta do MDR21 não deve ser confundida com trivialidade em sua constituição. Não é pela vaidade do autor: é para trazer mais força e legitimidade às iniciativas de implantação nas empresas que, na maioria dos casos, enfrentam uma série de anticorpos organizacionais que ameaçam e podem matar as iniciativas. Saber defender a consistência e o caráter disciplinado da abordagem é uma arma importante para os membros do comitê de inovação!
O outro ponto é a força da linguagem visual. Em alguns trechos deste capítulo você poderá eventualmente pensar que estou tentando dar alguma instrução em design de logomarca, o que foge bastante aos meus campos de competência e autoridade. Mas há uma questão muito importante por detrás da compreensão e adoção de um modelo gerencial: sua representação visual precisa comunicar intensa e claramente os princípios, vieses e propósitos do que se deseja implantar. Ademais, ser visual é uma forma de agregar no debate pessoas com formações, vocabulários técnicos e perspectivas distintas e complementares. Assim, embora uma abordagem gerencial seja sempre mais do que sua síntese visual possa oferecer, as representações visuais funcionam como uma bússola para transitarmos no conteúdo do MDR21 e serão usadas neste capítulo e nos próximos de forma bastante intensiva nas explicações.
En la última década, la justicia abierta ha tomado protagonismo en la agenda de reforma judicial y de gestión pública. El surgimiento de la Alianza para el Gobierno Abierto tuvo un rol central en esta evolución. Este artículo se propone analizar los principales desafíos para la profundización de la implementación de reformas de transparencia, participación ciudadana y rendición de cuentas en el sector justicia. A tal fin, evalúa las principales iniciativas de reforma en los poderes judiciales, e identifica las brechas más importantes en términos de conocimiento, colaboración, incidencia y metodologías. El artículo repasa el estatus de las principales reformas e iniciativas vigentes, y logra identificar nueve obstáculos y/o oportunidades que necesitan ser abordadas de manera coordinada y articulada para acelerar la puesta en marcha de reformas . Estos son (i) generar los conocimientos necesarios para la consolidación de la agenda; (ii) superar los desafíos de la noción de independencia judicial como factor de aislamiento; (iii) abordar la heterogeneidad de los modelos de gobierno judicial; (iv) la definición consensuada de prioridades para la reforma; (v) conectar justicia abierta con otros temas prioritarios de la agenda judicial; (vi) generar sinergias con los Objetivos de Desarrollo Sostenible; (vii) impulsar modelos de gobernanza de la innovación en el poder judicial; (viii) lograr una mayor apropiación de la agenda por parte de los poderes judiciales; y (ix) promover el desarrollo de métricas para la justicia abierta.
Azken hamarkadan, justizia irekiak protagonismoa hartu du erreforma judizialaren eta kudeaketa publikoaren agendan. Gobernu Irekirako Aliantza sortzeak funtsezko rola izan zuen bilakaera horretan. Artikulu honetan, justiziaren sektorean gardentasunerako, herritarren parte-hartzerako eta kontuak emateko erreformak ezartzeko erronka nagusiak aztertzea proposatzen da. Horretarako, botere judizialen erreforma-ekimen nagusiak ebaluatzen ditu, eta ezagutzan, lankidetzan, eraginean eta metodologietan dauden arrakala garrantzitsuenak identifikatzen ditu. Artikuluak indarrean dauden erreforma eta ekimen nagusien estatusa errepasatzen du, eta bederatzi oztopo edota aukera identifikatzen ditu. Horiek koordinatuta eta ondo artikulatuta landu behar dira erreformak bizkorrago jarriko badira martxan. Hauek dira: (i) agenda finkatzeko behar diren ezagutzak sortzea; (ii) independentzia judizialaren nozioaren erronkak gainditzea, isolamendu-faktorea den aldetik; (iii) gobernu judizialaren ereduen heterogeneotasunari ekitea; (iv) erreformarako lehentasunen definizio adostua; (v) justizia irekia agenda judizialaren lehentasunezko beste gai batzuekin konektatzea; (vi) sinergiak sortzea garapen jasangarriko helburuekin; (vii) botere judizialean berrikuntzaren gobernantza-ereduak bultzatzea; (viii) botere judizialak agendaz gehiago jabetzea; eta (ix) justizia irekirako metriken garapena sustatzea.
During last decade, open justice has taken the limelight in the agenda for judicial reform and public management. The rise of the Open Government Alliance played a central role in this development. This article aims at analyzing the main challenges for the deepening in the implementation of the reforms on transparency, citizen participation and accountability in the judiciary. For that purpose, main reform initiatives within judiciary powers are assessed and it identifies the more important gaps in terms of knowledge, collaboration, impact and methodologies. The article reviews the status of the main reforms and current initiatives and it manages to identify nine obstacles and/or opportunities to be addressed in a coordinated and articulated way in order to speed up the implementation of the reforms. These are (i) generating the necessary knowledge for the consolidation of the agenda; (ii) overcoming the challenges of the notion of judicial independence as a factor of isolation; (iii) addressing the heterogeneity of judicial governance models; (iv) the consensual definition of priorities for reform; (v) connecting open justice with other priority issues on the judicial agenda; (vi) generating synergies with the Sustainable Development Goals; (vii) fostering innovation governance models in the judiciary; (viii) achieving greater ownership of the agenda by judiciaries; and (ix) promoting the development of metrics for open justice.
In a rapidly evolving business environment, research and development (R&D) serves as a vital driver of innovation, competitive advantage, and growth. This chapter highlights the transformative role of strategic collaboration and partnerships in R&D, emphasizing their ability to accelerate innovation, share risks, and address complex challenges. It examines various collaboration models, including inter-organizational partnerships, public-private initiatives, and academia-industry collaborations, exploring their unique contributions to innovation. Key frameworks like open innovation, the Triple Helix Model, and Collaborative Innovation Networks are discussed, alongside challenges such as intellectual property management and cultural differences. Best practices, including clear goal alignment, effective communication, and governance structures, are outlined. Real-world case studies and emerging trends, such as AI-driven collaborations, underscore the chapter's practical relevance.
Innovation today thrives on collaboration and knowledge sharing, making research and development (R&D) a collective effort rather than an isolated pursuit. Organizations, governments, and research institutions worldwide rely on cross-border partnerships to drive technological advancements. This chapter explores the role of knowledge sharing in global R&D, highlighting digital platforms, AI, and open innovation models that facilitate collaboration. Despite its benefits, challenges such as intellectual property concerns, cultural differences, and trust deficits hinder knowledge exchange. Through case studies and best practices, this chapter examines strategies for overcoming barriers while ensuring sustainable innovation. By integrating technological tools and governance frameworks, organizations can enhance R&D outcomes and maintain a competitive edge in a rapidly evolving landscape.
The book is structured to guide readers from core concepts and governance theories to advanced practices shaped by innovation, international regulations, and global stakeholder expectations. Beginning with internal governance mechanisms and foundational theories such as agency, stewardship, and stakeholder theory, the early chapters provide a base for understanding how governance frameworks operate within different organizational settings. As the book progresses, it addresses increasingly complex aspects of governance, including the strategic role of boards in shaping long-term value, the integration of Environmental, Social, and Governance (ESG) factors into corporate policy, and the implications of technological innovation on reporting and accountability. Detailed case based discussions—such as executive compensation practices in the French CAC40— illustrate how ESG metrics are reshaping remuneration and performance evaluation. The book also considers global governance dynamics, including cross-border regulatory frameworks, EU-specific governance principles, and the rise of shareholder engagement in driving sustainability agendas. Special attention is given to contemporary challenges such as crisis leadership, business continuity, human capital policy, and board agility in unpredictable environments. The book examines how governance models must evolve to address ethical expectations, geopolitical risks, and rapid changes in digital infrastructure. The final chapters look ahead to the future of governance, covering AI driven analytics, adaptive governance frameworks, and transformative technologies that are redefining corporate oversight. This comprehensive and practice-oriented volume is designed for corporate executives, board directors, scholars, graduate students, policy advisors, and governance professionals. It serves as both a theoretical foundation and a strategic guide for those committed to building organizations that are transparent, resilient, ethically grounded, and prepared for the long-term challenges of sustainable global enterprise.
In the face of rapid technological advancement and digital disruption, innovation management has become critical to sustaining competitive advantage. This thesis introduces the Innovation Prism Model, a contemporary framework designed to address how companies can manage innovation effectively in the digital economy. Building upon classical models, including Rothwell’s Five Generations of Innovation and the Triple Helix framework, the study identifies six key innovation actors—three internal (R&D, Marketing, Leadership) and three external (Universities, Government, Industry)—and examines the interrelations between them. Using qualitative research and literature synthesis, the model highlights that a firm’s innovation performance is strongly influenced by the strength of its relational linkages with these actors. The Innovation Prism Model offers both academics and practitioners a structured, systems-based approach to understanding and enhancing innovation outcomes in digitally dynamic environments.
The digital transformation of the built environment lifecycle enabled the use of digital documents and accelerated the utilization of robotics. While this shift aims to improve efficiency, safety, and quality, it also introduces cyber risks, especially during the construction phase. This study proposes a methodology that combines crowdsourcing and AI-based topic modeling to identify cybersecurity vulnerabilities and threats and to suggests mitigation strategies. The methodology was demonstrated through a case study: the Hack My Robot (HMR) competition. Data were collected from the first three editions (2022–2024) of HMR, where students attempted to compromise robotic systems used in construction scenarios. A data analysis pipeline incorporating semantic segmentation and topic modeling was employed to extract cybersecurity-related topics. Thirteen topics were identified and validated by experts based on coherence, interpretability, and relevance. Results demonstrate the effectiveness of the methodology in uncovering cyber threats and informing cybersecurity decision-making across the built environment lifecycle.
Nowoczesne trendy w logistyce i zarządzaniu łańcuchem dostaw to druga monografia stanowiąca zbiór artykułów nadesłanych na IV Ogólnopolską Konferencję Naukową Studenckiego Koła Naukowego Zarządzania Łańcuchem Dostaw – SKN SCM, działającego przy Katedrze Logistyki na Wydziale Zarządzania Uniwersytetu Łódzkiego. Tematyka publikacji skupiona jest na trendach, jakie coraz mocniej widoczne są w praktyce gospodarczej. Autorzy pokazali wybrane zagadnienia związane z nowoczesnymi technologiami oraz zrównoważonym rozwojem. Są to dwa trendy, które wyznaczają obecnie kierunki działania dla współczesnych łańcuchów dostaw oraz firm logistycznych. Takie kwestie, jak robotyzacja czy gospodarka cyfrowa to coraz ważniejsze elementy codzienności gospodarczej, a przewidywania związane z dalszym ich rozwojem utwierdzają w przekonaniu, że jest to kluczowy obszar analizy zarówno dla naukowców, jak i praktyków. Drugim wspomnianym zagadnieniem jest zrównoważony rozwój i związane z nim wyzwania, przed jakimi stoją zarządzający łańcuchami dostaw, ale i możliwości budowania przewagi konkurencyjnej. Wartością publikacji są artykuły studentek i studentów, którzy stawiają pierwsze kroki w świecie nauki. Monografia adresowana jest do adeptów kierunków ekonomicznych, przedstawicielek oraz przedstawicieli kół naukowych zajmujących się problematyką łańcucha dostaw oraz logistyki, a także do wszystkich, którzy śledzą bieżące trendy w gospodarce.
The present study investigates the factors affecting entrepreneurship and innovation in real estate associations in Isfahan province. Considering the increasing importance of entrepreneurship and innovation in competitive markets, identifying and analyzing these factors can help improve the performance and increase the competitiveness of these unions. The main purpose of this study is to identify the challenges and opportunities in this field. This research has been conducted in a mixed manner (qualitative and quantitative). The statistical population includes 1200 real estate agents active in Isfahan province. The sample size has reached 100 people using Cochran's formula. The data collection tool included a questionnaire with 20 questions that was distributed online and in person. Also, in-depth interviews were conducted with 15 consultants and managers. The analysis of the collected data showed the importance of various factors such as organizational behavior, innovation culture, and work experience in the development of entrepreneurship and innovation in these unions. The results showed that 65% of the real estate agents were male and their average age was 35 years. Also, 40% of the consultants had 5 to 10 years of work experience, which indicates the importance of experience in promoting entrepreneurship. The results of this research emphasize that strengthening the culture of innovation and improving organizational behavior can significantly help the development of entrepreneurship in real estate associations. Also, by identifying the existing challenges and opportunities, appropriate solutions can be provided to improve the performance of these unions. These results can help policymakers and managers to design more effective programs to support entrepreneurship in this field.
An important proposition for corporate strategy aiming to adapt to or to create the convergence worldview is the creation of boundaries knowledge and convergence knowledge by the practical knowledge (practical wisdom) of practitioners. This chapter presents elements of the collective phronesis of practitioners for the creation of boundaries knowledge and convergence knowledge, the basis for innovation through convergence. Collective phronesis, which is aggregations of leading autonomous and decentralized phronesis, entails the use of boundaries vision to inspire and create boundaries knowledge and Ba synthesizing capabilities to dynamically form the multilayered networks of Ba required for the creation of convergence knowledge. From an in-depth case study of the high-tech company Apple, this chapter presents the knowledge creating company model for continuously bringing about boundaries knowledge and convergence knowledge. As sustainable innovation communities, knowledge creating companies drive collective phronesis to combine various contradictions both inside and outside of themselves, including with customers, through their Ba synthesizing capabilities to dynamically configure and reconfigure multilayered networks of various Ba to achieve boundaries innovation.
How can a company adopt two different business models in the same market? This question has become particularly pressing for an increasing number of established companies that have recently come under attack from "strategic innovators"— companies that attack the established players by using radically different business models. The success of these attackers in gaining market share has created a big dilemma for established companies. On the one hand, by embracing the new business models that the innovators have introduced in their markets, established companies can potentially take advantage of a great growth opportunity. On the other hand, because the new business models often conflict with the established ones, companies that try to compete by adopting both of them risk mismanaging both and destroying value. How, then, can established companies embrace the new business models without diluting and destroying their existing models? Our research explores this question and offers a contingency solution to this problem. We show that the challenge for companies is to balance the benefits of keeping the two business models separate while at the same time integrating them enough so as to allow them to exploit synergies with one another. We describe four possible strategies that companies can use to achieve such a balance and identify what separates success from failure for each strategy.
Disruptive strategic innovations are not necessarily superior to the traditional ways of competing, nor are they always destined to conquer the market. Rushing to embrace them can be detrimental for established companies when other responses, including ignoring the innovation, make more sense.
1. Introduction. 2. Entry Rates and Market Penetration. 3. Models of Entry. 4. Entry and the Short Run Dynamics of Prices and Margins. 5. The Empirical Analysis of Barriers to Entry. 6. Entry, Efficiency and Productivity. 7. Entry and Industry Evolution.
At Procter & Gamble Co., the corporate culture is so rigid, employees jokingly call themselves "Proctoids." In contrast, Google Inc. staffers are urged to wander the halls on company-provided scooters and brainstorm on public whiteboards. Now, this odd couple thinks they have something to gain from one another --so they've started swapping employees. So far, about two-dozen staffers from the two companies have spent weeks dipping into each other's staff training programs and sitting in on meetings where business plans get hammered out. The initiative has drawn little notice. Previously, neither company had granted this kind of access to outsiders. Closer ties are crucial to both sides. P&G, the biggest advertising spender in the world, is waking up to the reality that the next generation of laundry-detergent, toilet-paper and skin-cream buyers now spends more time online than watching TV. Google craves a bigger slice of P&G's $8.7 billion annual ad pie as its own revenue growth slows. The struggle by these two heavyweights to formulate successful strategies highlights how tough it is for myriad other companies, from newspapers to auto makers, to profit from Americans' rush online.
Strategy may not be the most dynamic word in the business lexicon, but reports of its death as a core discipline are premature. The analytical approach to strategy first put forward in 1980 by Professor Michael E. Porter of the Harvard Business School was a watershed in business analysis. Measuring Business Excellence revisits Competitive Strategy, Professor Porter's seminal work, and finds that it remains a powerful framework for understanding the competitive situation faced by today's organizations.
The past two decades have seen a gradual but noticeable change in the economic organization of innovative activity. Most firms used to integrate research and development with activities such as production, marketing, and distribution. Today, firms are forming joint ventures, research and development alliances, licensing deals, and a variety of other outsourcing arrangements with universities, technology-based start-ups, and other established firms. In many industries, a division of innovative labor is emerging, with a substantial increase in the licensing of existing and prospective technologies. In short, technology and knowledge are becoming definable and tradable commodities. Although researchers have made significant advances in understanding the determinants and consequences of innovation, until recently they have paid little attention to how innovation functions as an economic process. This book examines the nature and workings of markets for intermediate technological inputs. It looks first at how industry structure, the nature of knowledge, and intellectual property rights facilitate the development of technology markets. It then examines the impacts of these markets on firm boundaries, the division of labor within the economy, industry structure, and economic growth. Finally, it examines the implications of this framework for public policy and corporate strategy. Combining theoretical perspectives from economics and management with empirical analysis, the book also draws on historical evidence and case studies to flesh out its research results.
Organization-theory researchers have shown that firms competing in the same markets begin to look increasingly similar through a process referred to as "isomorphism
- M T Instance
- J Hannan
- Freemen
Organization-theory researchers have shown that firms competing in the same markets begin to look increasingly similar through
a process referred to as "isomorphism." See, for instance, M.T.
Hannan and J. Freemen, "Organizational Ecology" (Cambridge,
Mass.: Harvard University Press, 1989).
REFERENCES
1. The early work on PARC comes from D.K. Smith and R.C.
An alternative perspective -that Xerox managers did not "fumble" these technologies but consciously ushered them out the door -can be found in H. Chesbrough
Alexander, "Fumbling the Future: How Xerox Invented, Then Ignored,
the First Personal Computer" (New York: William Morrow & Co., 1988).
The story was revisited in M. Hiltzik, "Dealers of Lightning" (New York:
HarperBusiness, 1999). An alternative perspective -that Xerox managers did not "fumble" these technologies but consciously ushered
them out the door -can be found in H. Chesbrough, "Graceful Exits
and Foregone Opportunities: Xerox's Management of Its Technology
Spinoff Companies," Business History Review 76 (winter 2002):
803-838.
Innovation and Industry Evolution
- Christensen
Christensen, "Innovator's Dilemma. "
16. D.B. Audretsch, "Innovation and Industry Evolution"
(Cambridge: MIT Press, 1995);
The Qualcomm Equation: How a Fledgling Telecom Company Forged a New Path to Big Profits and Market Dominance
- See D Mock
See D. Mock, "The Qualcomm Equation: How a Fledgling Telecom
Company Forged a New Path to Big Profits and Market Dominance"
(New York: Amacom, 2005) for a very helpful, in-depth study of the company. Mock had access to key leaders in the company, including those
who were there at the beginning and have since retired.
2006) -shows that the biotechnology industry in which Genzyme participates has had very few companies that could make a profit. Genzyme is one of only three companies (the others being
- P Book -G
- Pisano
A very recent book -G.P. Pisano, "Science Business: The Promise,
the Reality, and the Future of Biotech" (Boston: Harvard Business
School Press, 2006) -shows that the biotechnology industry in which
Genzyme participates has had very few companies that could make a
profit. Genzyme is one of only three companies (the others being Amgen
Inc. of Thousand Oaks, California, and Genentech Inc. of San Francisco)
out of more than 100 biotech firms that have demonstrated the ability to
sustain profits in this treacherously difficult industry.