Localized Knowledge Flows and Asymmetric Motivations in Open Innovation
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Open innovation is a paradigm that focuses on the benefits of inbound and outbound knowledge flows to improve the success of an organization's innovation efforts. Since its introduction early in this century, the concept of open innovation has evolved and matured considerably through thousands of subsequent publications. This has included refinement of the open innovation theory across different contexts and levels of analysis, as well as better evidence regarding the costs and benefits of open innovation strategies. Researchers have also continued to build upon and integrate with other theories, including business models, platforms, organizational innovation and the theory of the firm. Here I suggest two under-researched areas of open innovation. One is the tension in open innovation collaborations when one party has pecuniary motives and the other does not. The second is how a better understanding of the geographic localization of knowledge flows impacts the process of open innovation.JEL Codes: O36, O30, O31, R11Keywords:
Open Innovation
Knowledge flow
The knowledge flow between institutions in regional innovation system helps regional innovation system to operate smoothly.The knowledge flow exists in enterprises,colleges and research institutions.The paper researches the knowledge flow and the law of evolution between different institutions and finds out the bottlenecks factors which hinders the knowledge flow.The paper proposes the recommendations which improve the knowledge flow.
Knowledge flow
Regional innovation system
Knowledge Creation
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Abstract Purpose – This paper seeks to explore the processes and channels through which valuable knowledge from outside the firm reaches those employees who can exploit that knowledge for innovative purposes. It seeks to identify the specific talents exhibited by the key individuals involved in facilitating these important knowledge flows. It also aims to detail the interventions which management can adopt to harness knowledge flow talents. Design/methodology/approach – The methodology used was a single case study of a medical devices R&D group, incorporating social network analysis and semi‐structured interviews. Findings – It was found that it is now rare for a single individual to possess all the talents necessary to effectively acquire and disseminate external knowledge. Owing to the prevalence of information and communication technologies, a small number of uniquely skilled individuals specialize in acquiring valuable external knowledge, while an altogether different set of individuals specialize in disseminating that knowledge internally. Originality/value – There is a dearth of literature in the knowledge management field directed towards understanding how the unique talents of those employees who are integral components of knowledge networks can be harnessed. Building on concepts of talent management and the technological gatekeeper, the specific talents exhibited by these individuals are explored. Then some organizational level interventions are pointed up, which can facilitate knowledge‐intensive organizations in fully exploiting their resources to maximize innovative capabilities.
Knowledge flow
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As Peter Drucker (2000) has pointed out, the foundation of the 21st century organization is no longer money or capital or even technology; it is knowledge. In order for that knowledge to create value, it must be shared. Some discussions of knowledge sharing in organizations and, indeed, some knowledge management initiatives seem to assume that given the right technology and/or the proper culture, knowledge will flow readily throughout the firm. Technologies that facilitate knowledge sharing (e.g., databases, intranets, and groupware) currently exist and are constantly improving. But technologies are only part of the knowledge management equation.
Knowledge Sharing
Knowledge flow
Value (mathematics)
Foundation (evidence)
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IntroductionDo we need to rethink open innovation? Is this really necessary? In this article, I provide a few reasons why open innovation has to be disconnected from the innovation funnel. Once open innovation is freed from this straightjacket, we might give it a “second wind” for additional growth.Open innovation has always (implicitly) focused on new product introductions.
Open Innovation
Funnel
Product innovation
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Білім берy қоғaмның экономикaлық дaмyының негізі, әлеyметтік тұрaқтылықтың фaкторлaрының бірі, хaлықтың рyхaни-aдaмгершілік әлеyетінің және интеллектyaлдық өсyінің қaйнaр көзі ретінде бaрлық yaқыттaрдa тaптырмaс құндылық болып есептеліп келеді. Aл қaзіргідей aдaм кaпитaлын қaлыптaстырy мен дaмытy мәселесін шешy негізгі міндет ретінде қaрaстырылaтын зaмaндa хaлықтың білімдік қaжеттіліктері өсіп, жоғaры, ортa aрнayлы, кәсіби қосымшa білім aлyғa үміткерлер сaны aртa түсyде. Бұғaн жayaп ретінде білім берy ұйымдaрының сaлaлaнyы aртып, әртүрлі типтегі оқy орындaрының сaны aртyдa, білім берyдің инфрaқұрылымы, бaсқaрy формaлaры, әдістемелік, ғылыми қызмет түрлері дaмyдa. Олaрды білім aлyшылaрдың жеке сұрaныстaры мен мүмкіндіктеріне бaғыттay күшейтілyде. Осығaн орaй білімнің сaпaсынa қойылaтын тaлaптaр aртып, бұл сaлaның әлеyметпен өзaрa әрекеттестігіне негізделген құрылымдық – қызметтік дaмyының көкейтестілігі aртyдa. Мaқaлaдa «серіктестік», «әлеyметтік серіктестік», «білімдегі әлеyметтік серіктестік» ұғым- дaрының мәні aшылып, олaрдың қaлыптaсy және дaмy үрдісіне шолy жaсaлaды, жоғaры оқy орындaрындa педaгогтaрды дaярлayдa әлеyметтік серіктестердің әлеyетін пaйдaлaнyдa бaсшылыққa aлынaтын ұстaнымдaр мен тиімді жолдaры сипaттaлaды. Түйін сөздер: серіктестік, әлеyметтік серіктестік, білімдегі әлеyметтік серіктестік, бірлескен әрекет ұстaнымдaры, әлеуметтік серіктестік әлеуеті. Обрaзовaние является основой экономического рaзвития обществa, одним из фaкторов социaль- ной стaбильности, источником дyховно-нрaвственного потенциaлa и интеллектyaльного ростa людей и во все временa считaлось незaменимой ценностью. И в нaстоящее время, когдa решение проблемы формировaния и рaзвития человеческого кaпитaлa рaссмaтривaется кaк основнaя зaдaчa, рaстyт обрaзовaтельные потребности людей, yвеличивaется количество желaющих полyчить высшее, среднее, специaльное, профессионaльное дополнительное обрaзовaние. В ответ нa это yсиливaется рaзветвленность обрaзовaтельных оргaнизaций, yвеличивaется количество обрaзовaтельных оргaни- зaций рaзличного типa, рaзвивaются инфрaстрyктyрa обрaзовaния, формы yпрaвления, методическaя и нayчнaя деятельность. Yсиливaется их ориентaция нa индивидyaльные потребности и возможности обyчaющихся. В связи с этим повышaются требовaния к кaчествy обрaзовaния, возрaстaет знaчение стрyктyрно-фyнкционaльного рaзвития этой сферы нa основе взaимодействия с обществом. В стaтье рaскрывaется знaчение понятий «пaртнерство», «социaльное пaртнерство», «социaльное пaртнерство в обрaзовaнии», рaссмaтривaется процесс их стaновления и рaзвития, описывaются рyко- водящие принципы и эффективные способы использовaния потенциaлa социaльных пaртнеров в подготовке педaгогических кaдров в высших yчебных зaведениях. Ключевые словa: партнерство, социaльное пaртнерство, социaльное пaртнерство в обрaзовaнии, принципы совместного действия, поненциал социального партнерство. Education is the basis of the economic development of society, one of the factors of social stability, a source of spiritual and moral potential and intellectual growth of people and has always been considered an irreplaceable value. And at the present time, when the solution of the problem of the formation and development of human capital is considered as the main task, the educational needs of people are growing, the number of people wishing to receive higher, secondary, special, professional additional education is increasing. In response to this, the branching of educational organizations is increasing, the number of educational organizations of various types is increasing, the infrastructure of education, forms of management, methodological and scientific activities are developing. Their focus on the individual needs and capabilities of students is increasing. In this regard, the requirements for the quality of education are increasing, the importance of the structural and functional development of this sphere on the basis of interaction with society is increasing. The article reveals the meaning of the concepts of "partnership", "social partnership", "social partnership in education", examines the process of their formation and development, describes the guidelines and effective ways to use the potential of social partners in the training of teachers in higher educational institutions. Keywords: partnership, social partnership, social partnership in education, principles of joint action, the potential of social partnership.
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Open innovation has become a dominant innovation paradigm. However, the actual adoption of open innovation organizational designs and practices remains elusive, and ongoing examples of large companies practicing open innovation in mature industries or beyond R&D activities are rare. Despite the continuing interest in open innovation and the surging research on the topic, not much is documented about how, in particular, large companies interpret and implement open innovation or develop and sustain an innovation-enabling culture. This paper reports on a study of Haier's adoption of six radical innovations as it implements an open innovation organization over a period of seven years. The study is unique in that the cases reveal how open innovation is enabled by the socially enabling mechanisms developed under Chairman Ruimin Zhang's leadership. These varied enabling mechanisms open the organization to serendipity at every level, from the bottom up to suppliers. Most importantly, the mechanisms imprint and sustain an open innovation culture recognized as important—yet often left unarticulated in terms of how it is practiced—in the prior literature. The paper contributes to and highlights the centrality of socially enabling mechanisms underlying an organization's innovation absorptive capacity.
Open Innovation
Serendipity
Absorptive Capacity
Innovation Management
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1. Open Innovation: A New Paradigm for Understanding Industrial Innovation SECTION I: FIRMS IMPLEMENTING OPEN INNOVATION 2. New Puzzles and New Findings 3. Whither Core Competency for the Large Corporation in an Open Innovation World? 4. Open, Radical Innovation: Toward an Integrated Model in Large Established Firms 5. Patterns of Open Innovation in Open Source Software SECTION II: INSTITUTIONS GOVERNING OPEN INNOVATION 6. Does Appropriability Enable or Retard Open Innovation? 7. The Use of University Research in Firm Innovation 8. Open Standards and Intellectual Property Rights 9. The Use of Intellectual Property in Software: Implications for Open Innovation SECTION III: NETWORKS SHAPING OPEN INNOVATION 10. The Inter-organizational Context of Open Innovation 11. Knowledge Networks and the Geographic Locus of Innovation 12. Open Innovation in Systemic Innovation Contexts 13. Open Innovation in Value Networks SECTION IV: CONCLUSIONS 14. Open Innovation: A Research Agenda
Open Innovation
Corporation
Innovation Management
User innovation
Value capture
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IntroductionDo we need to rethink open innovation? Is this really necessary? In this article, I provide a few reasons why open innovation has to be disconnected from the innovation funnel. Once open innovation is freed from this straightjacket, we might give it a “second wind” for additional growth.Open innovation has always (implicitly) focused on new product introductions.
Open Innovation
Funnel
Product innovation
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Knowledge management system (KMS) is capable of capturing explicit knowledge and tacit knowledge in a systematic manner. As any type of organization scales up, the issue in relation to, how to construct an effective knowledge sharing mechanism in KMS to covert individual knowledge into collective knowledge remains under surveyed. The rising concerns especially focus on the identification of individual knowledge worker, how firms facilitate knowledge sharing and the effectiveness of national knowledge management system. Communities of Practice (CoPs) are well known as effective mechanism to foster knowledge sharing theoretically and practically. This paper aims to explore the journey of CoPs driven KMS from the lens of individuals, firms' business strategies to the perspectives of national interest. On individual level, knowledge nodes are explored in the context of knowledge flow, which often transcend organizational boundaries and are distinct and different than workflow models. Thus, a CoPs centered knowledge flow model in a multinational organization is developed, implemented, and analyzed. On firm level, this model is underpinned in a CoPs framework built around four expected firms' major business strategies including four dimensions and sixteen criteria as a comprehensive mechanism to intensify knowledge sharing effect. Finally, a conceptual model of KMS embedded national innovation system is also addressed.
Knowledge Sharing
Knowledge flow
Tacit Knowledge
Explicit knowledge
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As Peter Drucker (2000) has pointed out, the foundation of the 21st century organization is no longer money or capital or even technology; it is knowledge. In order for that knowledge to create value, it must be shared. Some discussions of knowledge sharing in organizations and, indeed, some knowledge management initiatives seem to assume that given the right technology and/or the proper culture, knowledge will flow readily throughout the firm. Technologies that facilitate knowledge sharing (e.g., databases, intranets, and groupware) currently exist and are constantly improving. But technologies are only part of the knowledge management equation.
Knowledge Sharing
Knowledge flow
Value (mathematics)
Foundation (evidence)
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