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Open Innovation Model Proposal for the Colombian Air Force
Abstract
An organisational model in open innovation is proposed for the Colombian Air Force that could be implemented in the institution or in other military entities, as well as in companies with hierarchical structure. It includes a new perspective of the articulation of the university, enterprise, and state with the theoretical foundations of open innovation. The main objective of this research was to design an open innovation (OI) model to articulate the actors of the Science, Technology, and Innovation System (ST&I) of the COLAF, throughout a qualitative approach of documentary review, where variables of open innovation, internal, and the external factors of open innovation were defined for the subsequent construction and proposal of the model. Concluding, the construction of this OI model for the COLAF could allow an inclusive and binding model of Colombian society with university, enterprise, and state to join efforts and to cooperate for achieving an stable innovation ecosystem.
Este ensaio teórico problematiza conteúdos relacionados a orquestração de recursos. Ao incorporar a noção de complementaridade de recursos que se estendem além dos limites da empresa, a “orquestração de redes de inovação” é apresentada como uma capacidade dinâmica necessária para assegurar a ação gerencial sobre recursos não compartilhados e compartilhados em uma rede no modelo de inovação aberta. São apresentadas algumas proposições a partir dos novos discernimentos obtidos, que podem servir de ponto de partida para a formulação de questões de pesquisa e de problemas a serem investigados. Em síntese o estudo fornece (a) uma visão integrada da literatura existente no campo da estratégia sobre a visão baseada em recursos e as capacidades dinâmicas, bem como (b) amplia a discussão sobre gestão do portfólio de recursos para além dos limites da empresa em direção ao entendimento da orquestração de recursos (gestão de recursos e orquestração de ativos), promovendo (d) uma abordagem sobre as capacidades dinâmicas em campos complementares de investigação, como neste caso, a inovação aberta. Possibilita para gestores de redes de inovação (e) discernimentos sobre como as ações gerenciais na rede de inovação e sobre ela possibilitam a melhoria do desempenho da empresa e a obtenção de vantagem competitiva. Palavras-chave: Capacidades dinâmicas. Orquestração de redes de inovação.
Purpose: The open innovation paradigm is an alternative and/or complementary way to knowledge management processes in its various stages, questioning the basic assumptions where some of the technological innovation strategies and processes are based on. The new logic of innovation process exploits knowledge dissemination through new innovation communities, on the one hand, and, considers of strategic value the external access to intangible resources. Thus, this approach supposes an alternative view to the traditional close innovation, focused on the exclusive exploitation of value innovations. This paper aims to contribute to building an integrated model of key factors to success in open innovation processes. It is analyzed for the role that certain key knowledge management decisions have on the results of open innovation projects, to facilitate the change process and provide new capacity or skills to do so. Design/methodology/approach: Through the review of theoretical and empirical literature, we show the main variables related to the functioning of open innovation systems, and establish various propositions about the meaning and intensity of such relationships. Findings: The management of open innovation project improves through three external factors: technical leadership based on experience, the intensive use of ICT, which allows a multilateral communication, and the existence of intermediate agents or facilitators with a strong neutral attitude. The results also depend on internal factors: the link function, the search routines, the establishment of incentive systems to encourage proactivity and organizational culture. Originality/value: In the absence of full proposals to guide effective decision making on both the management of relationships between organizations, as well as factors inherent to each of them, this paper proposes an exploratory model that integrates the key success factors in open innovation processes.
We argue in this paper that when the knowledge base of an industry is both complex and expanding and the sources of expertise are widely dispersed, the locus of innovation will be found in networks of learning, rather than in individual firms. The large-scale reliance on interorganizational collaborations in the biotechnology industry reflects a fundamental and pervasive concern with access to knowledge. We develop a network approach to organizational learning and derive firm-level, longitudinal hypotheses that link research and development alliances, experience with managing interfirm relationships, network position, rates of growth, and portfolios of collaborative activities. We test these hypotheses on a sample of dedicated biotechnology firms in the years 1990-1994. Results from pooled, within-firm, time series analyses support a learning view and have broad implications for future theoretical and empirical research on organizational networks and strategic alliances.•.
This research examines antecedents of trust formation in new product development partnerships and the effect of trust on performance. Trust is modeled as an outcome of communication behavior, shared problem-solving, perceived fairness, the existence of conflicts during the development project, and partner egoism. The hypotheses are tested with data on 44 product development partnerships representing the perspective of the manufacturer. The findings suggest that communication behavior and fairness are positive contributors to trust. In contrast, conflicts during product development and perceived egoism of the partner appear to have a detrimental effect. High levels of trust were found to create the conditions for successful outcomes. A higher level of trust clearly differentiates between high- and low-performing collaborative relationships in new product development. Trust also was found to be a powerful mediator, particularly as it relates to mitigating conflicts during such partnerships.
This paper investigates the mechanisms through which organizations develop dynamic capabilities, defined as routinized activities directed to the development and adaptation of operating routines. It addresses the role of (1) experience accumulation, (2) knowledge articulation, and (3) knowledge codification processes in the evolution of dynamic, as well as operational, routines. The argument is made that dynamic capabilities are shaped by the coevolution of these learning mechanisms. At any point in time, firms adopt a mix of learning behaviors constituted by a semiautomatic accumulation of experience and by deliberate investments in knowledge articulation and codification activities. The relative effectiveness of these capability-building mechanisms is analyzed here as contingent upon selected features of the task to be learned, such as its frequency, homogeneity, and degree of causal ambiguity. Testable hypotheses about these effects are derived. Somewhat counterintuitive implications of the analysis include the relatively superior effectiveness of highly deliberate learning processes such as knowledge codification at lower levels of frequency and homogeneity of the organizational task, in contrast with common managerial practice.
Open Innovation describes an emergent model of innovation in which firms draw on research and development that may lie outside their own boundaries. In some cases, such as open source software, this research and development can take place in a non-proprietary manner. Henry Chesbrough and his collaborators investigate this phenomenon, linking the practice of innovation to the established body of innovation research, showing what's new and what's familiar in the process. Offering theoretical explanations for the use (and limits) of open innovation, the book examines the applicability of the concept, implications for the boundaries of firms, the potential of open innovation to prove successful, and implications for intellectual property policies and practices. The book will be key reading for academics, researchers, and graduate students of innovation and technology management.
Although strategies, processes, or the role of business models have been addressed in the open innovation literature, the people side of the equation – i.e., the underlying innovation culture – has been neglected so far. Whereas cultural requirements of open innovation have been mentioned, such as the need to overcome the not-invented-here (NIH) syndrome, there exists, to the best of our knowledge, no study that empirically examines open innovation cultures. We attempt to fill this research gap by focusing on innovation cultures within three business units (two follow a closed and one follows an open innovation approach) of a leading multinational company within the specialty chemicals industry. Employing an overall sample of 109 respondents, we focus on the cultural dimensions of NIH syndrome, risk-taking, and management support of innovative behaviour and provide first evidence of cultural differences between Open and Closed Innovation units.
Despite a fair amount of conjecture regarding the circumstances that lead to the generation of status orders, most of the previous literature in this area typically has studied the effects of social cues within a laboratory setting. This article analyzes the evolution of the status hierarchy within a large-scale, natural setting. The results of empirical analyses assessing a large online community of software developers show that in the process of status attainment, community members tend to evaluate a focal actor's reputation according to publicly available social references. Ironically, these same social references also work to constrain an actor's status mobility.
In this paper, we challenge the traditional understanding of organizational routines as creating inertia in organizations. We adapt Latour's distinction between ostensive and performative to build a theory that explains why routines are a source of change as well as stability. The ostensive aspect of a routine embodies what we typically think of as the structure. The performative aspect embodies the specific actions, by specific people, at specific times and places, that bring the routine to life. We argue that the ostensive aspect enables people to guide, account for, and refer to specific performances of a routine, and the performative aspect creates, maintains, and modifies the ostensive aspect of the routine. We argue that the relationship between ostensive and performative aspects of routines creates an on-going opportunity for variation, selection, and retention of new practices and patterns of action within routines and allows routines to generate a wide range of outcomes, from apparent stability to considerable change. This revised ontology of organizational routines provides a better explanation of empirical findings than existing theories of routines and has implications for a wide range of organizational theories.
We propose a new model of knowledge creation in purposeful, loosely-coordinated, distributed systems, as an alternative to a firm-based one. Specifically, using the case of Linux kernel development project, we build a model of community-based, evolutionary knowledge creation to study how thousands of talented volunteers, dispersed across organizational and geographical boundaries, collaborate via the Internet to produce a knowledge- intensive, innovative product of high quality. By comparing and contrasting the Linux model with the traditional/commercial model of software development and firm-based knowledge creation efforts, we show how the proposed model of knowledge creation expands beyond the boundary of the firm. Our model suggests that the product development process can be effectively organized as an evolutionary process of learning driven by criticism and error correction. We conclude by offering some theoretical implications of our community-based model of knowledge creation for the literature of organizational learning, community life, and the uses of knowledge
This article examines an important challenge to effective cross-functional integration: goal incongruity among marketing, research and development (R&D), and manufacturing in new product development. We examine the effect of this incongruity as perceived by the marketing function on three components of cross-functional integration: the harmony of cross-functional relationships, the quality of cross-functional information, and the level of cross-functional involvement. We also examine how two types of managerially controllable variables affect goal incongruity: (1) factors that motivate functions to develop common goals; and (2) factors that facilitate the formation of such goals. We give special attention to the effect of national culture on the formation of common goals. Data collected from marketing managers in 1,083 firms in five culturally distinct areas—-the United States, Great Britain, Japan, Hong Kong (a special administrative region of China), and mainland China—are used to test the hypothesized relationships. Our results underscore the importance of people-side issues, and of national culture, in cross-functional integration. Perceived goal incongruity among marketing, R&D, and manufacturing impairs all three components of cross-functional integration. In United States and British firms, goal incongruity generally is attributed to motivational factors and in Japan and Hong Kong to facilitative factors. Finally, our results show that the two types of managerially controllable variables interact. For example, joint rewards and job rotation strengthen each other's tendency to reduce goal incongruity in all five samples. This suggests that job rotation promotes the development of joint goals more effectively when it is accompanied by a joint reward system.
Since the end of the Cold War, ministries of defence in Europe and the United States have sought new models for the management
of government defence research laboratories. The United Kingdom’s reform and subsequent privatisation of its government defence
research establishments (GDREs) represents one of the most radical policy responses. This paper considers the UK case through
the lens of innovation systems theory and uses defence labs reform to examine the impact of organisational change on the dynamics
of an innovation system. The potential policy implications for the management of government defence research laboratories
are also considered.
In recent years, academics and managers have been very interested in understanding how firms develop alliance capability and have greater alliance success. In this paper, we show that an alliance learning process that involves articulation, codification, sharing, and internalization of alliance management know-how is positively related to a firm's overall alliance success. Prior research has found that firms with a dedicated alliance function, which oversees and coordinates a firm's overall alliance activity, have greater alliance success. In this paper we suggest that such an alliance function is also positively related to a firm's alliance learning process, and that process partly mediates the relationship between the alliance function and alliance success observed in prior work. This implies that the alliance learning process acts as one of the main mechanisms through which the alliance function leads to greater alliance success. Our paper extends prior alliance research by taking a first step in opening up the ‘black box’ between the alliance function and a firm's alliance success. We use survey data from a large sample of U.S.-based firms and their alliances to test our theoretical arguments. Although we only examine the alliance learning process and its relationship with firm-level alliance success, we also make an important contribution to research on the knowledge-based view of the firm and dynamic capabilities of firms in general by conceptualizing this learning process and its key aspects, and by empirically validating its impact on performance. Copyright © 2007 John Wiley & Sons, Ltd. Peer Reviewed http://deepblue.lib.umich.edu/bitstream/2027.42/56122/1/616_ftp.pdf
Cotecmar en la innovación en Cartagena y Bolívar trece casos empresariales
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