Reading Club

文章目錄

• Reading Club
• • Q
  • • (1) What are the commonalities and differences between the articles?
    • (2) What do you think is the most ‘useful’ aspect of these articles?
    • (3) If you were to design an article of this type, what would you do?
  • Startups and open innovation: a review of the literature (2014)
  • • Abstract
    • • Keyword
      • Objectives
      • Methodology
      • Results
      • Implications
    • Introduction
    • Methodology
    • • Data analysis methodology
      • Data and content analysis
      • Research topic exploration
      • Descriptive analysis
    • Results
    • • Theme 1: the role of startups’ networks
      • Theme 2: the actors interacting with startup’s in OI processes
      • Theme 3: startups’ ecosystems and their impact on OI processes
      • Theme 4: the entrepreneurial dimension in startups’ OI processes
      • Theme 5: the role of financing and financing institutions
      • Theme 6: performance of startups in an OI context
      • Theme 7: knowledge stocks and flows in startups’ OI processes
    • Conclusion
    • Implications
    • Implication for practice
  • **Leveraging External Sources of Innovation: A Review of Research on Open Innovation\ (2009)***
  • • Abstract
    • • Background
      • Objectives
      • Methodology
      • Results
      • Implications
    • **Introduction**
    • **Leveraging External Sources of Innovation**
    • • *Prior Research on External Innovation Sources*
      • *An Integrative Model*
    • **Research Design**
    • • *Sample*
      • *Classifying Articles*
    • **Obtaining Innovations from External Sources**
    • • *Searching for External Sources of Innovation*
      • *Enabling and Filtering Innovation from External Sources*
      • *Acquiring Innovation from External Sources*
      • *Summary*
    • **Integrating Innovations**
    • • *Antecedents and Barriers to Integration*
      • *Absorptive Capacity and Substitution Effects*
      • *Implications for Competencies*
      • *Summary*
    • **Commercializing Innovations**
    • • *Measures of Value Creation*
      • *Measures of Value Capture*
      • *Summary*
    • **Interaction Mechanisms**
    • • *Feedback Mechanisms*
      • *Reciprocal Innovation Processes*
      • *Summary*
    • **Discussion**
    • • *Business Models and Firm Success*
      • *Examining the Entire Process*
      • *Clarifying “Innovation”*
      • *Beyond the Linear Process*
      • *Moderators and Limits*
    • Conclusion
  • Open R&D and open innovation: exploring the phenomenon (2017)
  • • Abstract
    • • Background
      • Objectives
      • Methodology
      • Results
      • Implications
    • Opening up R&D and innovation
    • Contributions in the field of open innovation
    • Papers in this issue
    • Opening silos
  • The open innovation research landscape: established perspectives and emerging themes across different levels of analysis (2017)
  • • Abstract
    • • Background
      • Objectives
      • Methodology
      • Results
      • Implications
    • **Introduction**
    • **An ‘open’ way to write an OI paper**
    • **Opportunities for researching OI at different levels of analysis**
    • • **Researching OI across levels of analysis**
      • **Intra-organisational level of analysis**
      • **Organisational level of analysis**
      • **Inter-organisational level of analysis**
      • **Extra-organisational level of analysis**
      • **Industrial, regional and societal level of analysis**
    • **Discussion**
    • • **The emerging OI research landscape**
      • **An emerging framework with new research categories**
      • **Mapping new research directions across research categories**
    • **Conclusion**
  • Open Innovation Notes
  • • Definition
    • Motivations to adopt it
    • OI framework
  • Methods
  • How to do systematic literature review
  • How do people go to America?
  • Visualization of the possible work
  • Snowball
  • The key for the PhD

Q

(1) What are the commonalities and differences between the articles?

• commonalities
  • sequence of the various domains in developing the concepts
• differences
  • the first two are more matching the intuition of the domain

(2) What do you think is the most ‘useful’ aspect of these articles?

• the first paper has the most structured outline

(3) If you were to design an article of this type, what would you do?

• follow the structure in paper 1

Startups and open innovation: a review of the literature (2014)

Abstract

Keyword

• Literature review, Open innovation, Startup Paper type Literature review

Objectives

• Purpose – Startup companies represent a powerful engine of open innovation (OI) processes.
• The purpose of this paper is to represent a first step in building a map of the state-of-the-art knowledge of the “startups in an OI context” phenomenon.
• Through the selection and analysis of relevant literature, this study aims at deepening our understanding of the theme and at providing directions for future research.

Methodology

• Design/methodology/approach –
• By using an explicit method for the review (Pittaway et al., 2004)
• the authors selected a set of papers, which cover the knowledge domain object of this study.
• In total, 41 articles about “startups and OI” have been selected and the full papers have been analysed.

Results

• Findings –
• The analysed literature has been synthesized in seven sub-topics,
• which have been evaluated as the most relevant in explaining the phenomenon of startups in relation to OI. Implications for research, for managers and for policy makers conclude the paper.

Implications

• Practical implications –
  • The review produced valuable knowledge for both managers and policy decision- makers.
  • The paper allows a better understanding of the role of startups in OI processes.
  • This improved understanding can help managers of large firms as well as policy makers involved in OI in making their decisions.
  • Besides, implications of OI strategies for startup managers have been singled-out.
• Originality/value –
  • Startup companies are intrinsically open organizations, necessarily engaged in innovation processes.
  • Research at the intersection between the themes of OI and startups is gaining momentum.
  • This review of the literature represents the first attempt to organize the scientific knowledge related to the intersection between the startups and OI phenomena systematically.

Introduction

• Startups play a key role in innovation processe
• Due to their smallness, startups suffer a structural lack of tangible and intangible resources
• Research in OI has followed several different strands, giving evidence of the multidimensional nature of the concept of openness.
• A complex network of knowledge flows between firms emerges, that needs to be managed and affects the internal choices of the startup company
• Despite this connection, the results produced by this field of research have scarcely been analysed
• The aim of this paper is to fill this gap through a review of the literature on startups and OI
• To do so, we review and analyse papers published on startups and OI on Web of Science – Social Science Citation Index, Emerald and Elsevier’s Scopus.

Methodology

• Topic
  • startups
  • OI
• Step
  • Search String
  • Database
  • Results

Data analysis methodology

• data analysis methodology
• characteristics of research topics exploration
• data mining techniques

Data and content analysis

Research topic exploration

Descriptive analysis

Results

Theme 1: the role of startups’ networks

(1) the impact of quantitative/structural differences in the network on innovation processes and outcomes; and

(2) the impact of qualitative differences in a single organization’s relations with the other actors on innovation processes and outcomes.

Theme 2: the actors interacting with startup’s in OI processes

• incubators;
• large corporations;
• VC firms;
• higher education systems; and
• others.

Theme 3: startups’ ecosystems and their impact on OI processes

• The financing system
• The knowledge creation and diffusion system
• The governance system.

Theme 4: the entrepreneurial dimension in startups’ OI processes

• Prior entrepreneurial experience.
• Entrepreneurial social capital.
• Entrepreneurial policy.

Theme 5: the role of financing and financing institutions

• VC and CVC.
• Funding relationships between university and startups/spin-offs
• Strategic partnership complementary to capital (market) financing.

Theme 6: performance of startups in an OI context

• Innovation performance
• Organization performance

Theme 7: knowledge stocks and flows in startups’ OI processes

• Knowledge transfer
• Knowledge-based entrepreneurship
• Knowledge incubators

Conclusion

• startups in an OI context

Implications

• Startups represent a temporary form of organization. Their very nature is provisional and dynamic. Longitudinal studies are needed to understand their role in OI processes. Indeed, some of the qualitative studies considered in this review adopted a longitudinal approach with interesting results. The implications of decisions or events in the early stages of a startup lifecycle for the results in later stages can be understood only through studies with a longitudinal design.
• The theme of startups and OI is intrinsically multidisciplinary. Consequently, studies mixing methods, concepts and even theories from different disciplines are needed.

Implication for practice

• four main types of actors can support new entrepreneurs in opening up the innovation process all along the startup lifecycle:
  • incubators,
  • ventures capitalists,
  • large corporations, and
  • universities.

Leveraging External Sources of Innovation: A Review of Research on Open Innovation\ (2009)*

Abstract

Background

• This paper reviews research on open innovation that considers how and why firms commercialize external sources of innovations.
• It examines both the “outside-in” and “coupled” modes of open innovation.
• From an analysis of prior research on how firms leverage external sources of innovation, it suggests a four-phase model in which a linear process—
• (1) obtaining,
• (2) integrating, and
• (3) commercializing external innovations—is combined with
• (4) interaction between the firm and its collaborators.
• This model is used to classify papers taken from the top 25 innovation journals, complemented by highly cited work beyond those journals.
• A review of 291 open innovation- related publications from these sources shows that the majority of these articles indeed address elements of this inbound open innovation process model.
• Specifically, it finds that researchers have front-loaded their examination of the leveraging process, with an emphasis on obtaining innovations from external sources.
• However, there is a relative dearth of research related to integrating and commercializing these innovations.
• **Research on obtaining innovations includes *
  • *searching, *
  • enabling,
  • filtering,
  • acquiring—
• each category with its
  • own specific set of mechanisms and conditions.
• Integrating innovations has been mostly studied from an absorptive capacity perspective, with less attention given to the impact of competencies and culture (including “not invented here”).
• Commercializing innovations puts the most emphasis on how external innovations create value rather than how firms capture value from those innovations.
• Finally, the interaction phase considers both feedback for the linear process and reciprocal innovation processes such as cocreation, network collaboration, and community innovation.
• *This review and synthesis suggests several gaps in prior research. *
  • *One is a tendency to ignore the importance of business models, despite their central role in distinguishing open innovation from earlier research on interorganizational collaboration in innovation. *
  • *Another gap is a tendency in open innovation to use “innovation” in a way inconsistent with earlier definitions in innovation management. *
  • The paper concludes with recommendations for future research that include examining the end-to-end innovation commercialization process, and studying the mod- erators and limits of leveraging external sources of innovation.

Objectives

Methodology

Results

Implications

Introduction

• This paper analyzes and synthesizes prior research on utilizing such external sources. It focuses on the well- defined and emerging body of research on open innova- tion as defined by Chesbrough

Leveraging External Sources of Innovation

Prior Research on External Innovation Sources

• different research’s view

An Integrative Model

• Obtaining innovations from external sources,
• Integrating innovations,
• Commercializing innovations

Research Design

Sample

Classifying Articles

Obtaining Innovations from External Sources

Searching for External Sources of Innovation

• Sourcing from external stakeholders
• Facilitating external searches
• Limits to search.

Enabling and Filtering Innovation from External Sources

• Researchers have identified two key mechanisms that encourage innovation creation outside of the boundaries of the firm.

  • The first is encouraging external innovators by providing effective incentives, whether monetary5 Howe (2008) argues that firms can tap “the wisdom of crowds” as a way to search for innovative ideas, but Jeppesen and Lakhani (2010) argue that the key theoretical issue of crowdsourcing is the decision by firms to broadcast their search to potential contributors.

  incentives (extrinsic benefits) such as awards and inno- vation contests (Terwiesch and Xu, 2008) or nonmon- etary incentives/intrinsic motivation as often found in open-source software (West and Gallagher, 2006).

  • A second is establishing formal tools and processes that provide a platform for external stakeholders to produce and possibly share innovations (cf. Gawer, 2010). While such a platform accelerates the innovation process, this might be combined with the provision of incentives, as with innovation toolkits that include awards distributed based on the quality of the submission (Piller and Walcher, 2006).

Acquiring Innovation from External Sources

• Acquiring innovation from external sources usually involves explicit contracts and licensing agreements,

Summary

• The research on obtaining innovations is the largest and most vibrant in open innovation, with a particular empha- sis on accessing the widest possible supply of innova- tions;

Integrating Innovations

• . In order for firms to profit from the external sources of innovation, the innovations must be fully integrated into the firm’s R&D activities.

Antecedents and Barriers to Integration

• Organizational culture plays an important role in the will- ingness and ability of an organization

Absorptive Capacity and Substitution Effects

• The largest single body of integration research is on absorptive capacity:
• However, these results could also be interpreted as a substitution effect:

Implications for Competencies

• Externally sourcing innovations could change the R&D competencies of the firm, both directly and indirectly.

Summary

• Considerable research has studied the role of absorptive capacity (measured by internal R&D investments) as a complement for utilizing external innovation, but more research is needed on the substitution effects.

Commercializing Innovations

• A key difference between earlier work and Chesbrough’s view of using external sources of innovation is the latter’s unwavering focus on how firms make money from inno- vations.
• Articles in the sample rarely mentioned a “business model”: the phrase appears in only about 30% of the final sample of articles,

Measures of Value Creation

• Early case studies provided evidence that firms were relying on external sources of innovation to create value using externally sourced technology—both high-technology industries, including semiconductors
• Research has sought to quantify the benefits of value creation to innovation output and financial performance,

Measures of Value Capture

• Utilizing external sources of innovation can improve firm profitability either by reducing costs or by increasing prices.

Summary

• The research in the sample has consistently established the value creation potential of external sources of innovation—perhaps due to a broader pattern of firm and

Interaction Mechanisms

The original open innovation conception of leveraging external sources of innovation

Feedback Mechanisms

• integrated model of innovation commercializa- tion with external sourcing, other models of industrial innovation include feedback loops, whether in general terms

Reciprocal Innovation Processes

• Dyadic cocreation
• Networks
• Communities.

Summary

• A considerable body of research has examined how firms have an ongoing cooperative innovation processes with individuals, other firms, networks, and communities

Discussion

• This section highlights five major gaps in this literature: (1) alignment to business model, (2) comprehensive view of all (especially later) phases of the commercialization process, (3) the nonlinear nature of the process model, (4) the definition of “innovation,” and (5) limits and moderators of the process model.

Business Models and Firm Success

• If anything distinguishes Chesbrough’s (2003a) concep- tion of open innovation from earlier research on using external sources of innovation, it is the requirement that such innovations be aligned to a firm’s business model.

Examining the Entire Process

• From the sample, it appears that researchers more often focus on obtaining innovations, rather than the subse- quent phases of integrating and commercializing those innovations.

Clarifying “Innovation”

• This study found considerable disagreement (if not confusion) within the sample about what constitutes “innovation” (cf. Bogers and West, 2012). Much of the research was not actually about innovation as previously defined in innovation research (e.g., Chesbrough, 2003a;

Beyond the Linear Process

• The original Chesbrough model of open innovation is a sequential, linear model. However, the Enkel et al. (2009) concept of a “coupled” practice—two-way interaction between firms and innovative actors outside the firm—is one example that goes beyond this linear model to include reverse flows of knowledge beyond what is pre- dicted by the linear model.

Moderators and Limits

• Some research designs only consider the benefits of uti- lizing external sources of innovation, not the risks or costs. In some cases, the use of external innovations appears to improve performance, but only up to a point. For example, both Laursen and Salter (2006) and

Conclusion

• In one of the first efforts to define an agenda for open innovation research, West et al. (2006) suggested oppor- tunities for open innovation research at different levels of analysis. In particular, they called for research into how internal firm incentives impacted the ability of firms to utilize external innovations, a topic that remains underresearched.

  This review has shown an extensive body of research on the front end of the process of externally sourcing innovation, but leaves major gaps on how such innovation is integrated and ultimately commercialized. As such, it remains unclear how external innovations travel from the outside to a commercial product through the firm’s busi- ness model and to what extent it requires distinct inno- vation strategies.

  This more general model of how firms leverage exter- nal innovations suggests a broader research opportunity: what happens to innovations once they come into the firm? Decades of new product development research have examined what happens to product ideas as they work their way through the pipeline, but such research has only just begun for open innovation.

Open R&D and open innovation: exploring the phenomenon (2017)

Abstract

Background

• There is currently a broad awareness of open innovation and its relevance to corporate R&D.
• This special issue aims to advance the R&D, innovation, and technology management perspective by building on past and present studies in the field and providing future directions.
• Recent research, including the papers in this special issue, demonstrates an increasing range of situations where the concept is regarded as applicable. Most research to date has followed the outside-in process of open innovation, while the inside- out process remains less explored.
• A third coupled process of open innovation is also attracting significant research attention.
• These different processes show why it is necessary to have a full understanding of how and where open innovation can add value in knowledge-intensive processes.
• There may be a need for a creative interpretation and adaptation of the value propositions, or business models, in each situation.
• In other words, there are important implications for new and emerging methods of R&D management.

Objectives

• we still lack a clear understanding of the mechanisms, inside and outside of the organization, when and how to fully profit from the concept.

Methodology

Results

Implications

• The implications and trends that underpin open innovation are actively discussed in terms of strategic, organizational, behavioral, knowledge, legal and business perspectives, and its economic implications.

Opening up R&D and innovation

• Today’s business reality is not based on pure open innovation but on companies that invest simultaneously in closed as well as open innovation activities.

Contributions in the field of open innovation

• There are many ways to categorize theoretical developments in the field of open innovation, such as schools of thought
  • \1) the outside-in process:
  • The inside-out process refers
  • (3) The coupled process refers to co-creation with (mainly) complementary partners through alliances, cooperation, and joint ventures during which give and take are crucial for success.

Papers in this issue

• This special issue of R&D Management brings together some of the most active authors in this field, who have developed a further understanding of open R&D and open innovation in recent years.
• While most researchers focus on the outside-in process, theory lacks of a clear understanding of the inside-out or outbound activities, as Lich- tenthaler terms them.

Opening silos

• Developments in internet technology and social- networking technologies will allow companies to interact with numerous sources and predict an unprecedented level of richness.
• In addition, novel open innovation-based busi- ness models create further opportunities for user and additional treats for companies
• Although practice and theory seem to indicate that the open innovation approach is beneficial for companies as well as users
• Intellectual property issues will raise research attention under the open innovation paradigm

The open innovation research landscape: established perspectives and emerging themes across different levels of analysis (2017)

Abstract

Background

• This paper provides an overview of the main perspectives and themes emerging in research on open innovation (OI).

Objectives

• Our objective was to identify, discuss and specify promising theoretical approaches – and relevant empirical approaches – at different levels of analysis, for future research in the domain of OI.

Methodology

• The paper is the result of a collaborative process among several OI scholars – having a common basis in the recurrent Professional Development Workshop on ‘Researching Open Innovation’ at the Annual Meeting of the Academy of Management.

Results

• In this paper, we present opportunities for future research on OI, organised at different levels of analysis.
• We discuss some of the contingencies at these different levels, and argue that future research needs to study OI – originally an organisational- level phenomenon – across multiple levels of analysis.
• While our integrative framework allows comparing, contrasting and integrating various perspectives at different levels of analysis, further theorising will be needed to advance OI research.
• On this basis, we propose some new research categories as well as questions for future research – particularly those that span across research domains that have so far developed in isolation.

Implications

Introduction

• The field of open innovation (OI) has experienced a strong increase in scholarly attention
• Chesbrough and Bogers (2014) redefine OI as ‘a(chǎn) distributed innovation process based on purposively managed knowledge flows across organizational boundaries’
• Such broad embrace of OI research presents opportunities for conceptualising and under- standing the OI processes further.
• This observation underpins the four main reasons that motivate the conception of this paper.

An ‘open’ way to write an OI paper

• In this paper, we present the results of a collaborative – and thereby ‘open’ to some extent – initiative where we develop an overview of relevant OI themes across different levels of anal- ysis based on a two-year experience of organising a Professional Development Workshop
• After the second PDW, the two lead authors invited the contributors to the two PDWs to join in a collaborative effort to write this paper.
• In order to enable some consistency across the different paragraphs, the two lead authors provided some guidelines that aimed at determining the scope of the contributions.
• Based on this process, we essentially translated our ideas and learnings related to the PDWs into this paper, while new ideas also emerged in the paper writing process.

Opportunities for researching OI at different levels of analysis

Researching OI across levels of analysis

• OI has been researched from a number of perspectives, although linkages to established the- ories and related phenomena are still emerging

Intra-organisational level of analysis

• The effectiveness of firms’ OI strategies strongly depends on the individuals tasked to bring those strategies to fruition.

Organisational level of analysis

• At the organisational level of analysis, OI is associated with entrepreneurial opportunities, processes and outcomes.

Inter-organisational level of analysis

• From an inter-organisational perspective, the effectiveness of OI depends on more than just inter-organisational knowledge flows in the early stages of an innovation process

Extra-organisational level of analysis

• A key element related to the effectiveness of OI is the active involvement of external stake- holders (individuals or communities) in the innovation process, as either contributors to the creation of new knowledge and innovations or receivers of knowledge that is used to generate innovations

Industrial, regional and societal level of analysis

• Given the uncertain and complex nature of innovation and in particular OI, a number of industry-level contingencies are relevant in the context of OI, also for explaining the effectiveness of OI across different settings

Discussion

• In the following, we synthesise and highlight a number of distinct OI themes that emerge from the collected contributions described above. T

The emerging OI research landscape

• While Chesbrough and Bogers (2014) presented an overview of existing OI research and organised this research into a multi-level framework, we suggest that the boundaries between different levels of analysis are becoming more permeable.

An emerging framework with new research categories

• The first research category is what we refer to as ‘OI behavior and cognition’, which focuses mainly on individuals that operate in an OI environment.

• The second category is ‘OI strategy and design’, which includes entrepreneurship and business models as related concepts.

Mapping new research directions across research categories

• Based on the research categories framework presented in Table 3, we identify exemplary research questions that we believe have the potential to help mapping interrelationships between these research categories.

Conclusion

• This paper presents the results of an ‘open’ and ‘innovative’ way to collect a large number of perspectives from scholars who have studied various aspects of more open models of innova- tion.

---

Open Innovation Notes

Definition

• Def
  • the use of
    • purposive inflows
    • outflows of knowledge
  • accerlate internal innovation
  • Expand the market for external use
  • Innovation
• purposes
  • developing and commercialising innovation
• closed innovation
  • research
    • Ideas and technology
  • development
    • ip in-lincensing
    • Out-licensing
  • commercialization
    • products in sourced (co-branding)
    • technology spin-outs

Motivations to adopt it

• New R&D models fiat
  • before
    • Fiat main bu
      • gives out money
    • crf
      • give out technology
    • problem
      • No money
      • potential we have their engineering team gone to others
  • new
    • internal customer
      • gives out money
    • crf
      • Gives out tech
      • reaches the customer1
      • reaches the customer2
      • ?
• Patent pools: GSK
  • Problem
    • puts certain IP rights
    • relevant for finding drugs for neglected diseases into patent pools
  • Open innovation model
    • Reduce the risk for the model
    • Put the IP to others
    • Generate the domains for
    • Gives a domain for competitors
    • OI enables risk sharing in innovation
    • OI increases firm image and brand
• Service Innovation: amazon
  • Infrastructure / expertise built for themselves
    • and invite others to use it
  • offering expertise and consultancy
    • on how to run an online retailer service
  • Opening up its storefront (店面) to other competitor retailers
    • Open
  • providing cloud computing services
    • computation parts
• Transforming infrastructure: 飛利浦
  • ideas
    • Ideation
  • predevelopment
    • Pre-seed
  • development
    • seed
    • Alpha
  • Pilot trials
    • Beta
  • product release
    • Growth
• innovation ecosystems: enel
  • open platform
    • Partner

OI framework

• OI is the moden innovation model for the wealth and resilience of firms

• external resources

  • users
  • customers
  • universities
  • industry partners
  • startups
  • government
  • Source n

• firm resources

  • internal sources r and d unit 1
  • internal sources r and d unit 2
  • cvc
  • Incubator

• market

  • internal
  • External

Methods

• look the book table of content
• find the hook at the start
• then reviews
• Then papers

How to do systematic literature review

• if there are enough papers in the field domain
• System literature review->literature
• need the concepts done

How do people go to America?

---

• Prepare
  • Step 1
    • Plan
  • Step 2
    • Pre document and resources
• Execute
  • Step 3
    • take a plane
  • Step 4
    • pass the boarder
  • Step 5
    • Entered

Visualization of the possible work

• There are xxx types of processes that people take to go to America
• Map the processes
• Group the processes
• And group the progress
• How

Snowball

• one
  • another
    • another
    • another

The key for the PhD

• There are some categories in the domain

• Giving the associated the categories in the domain

• Give the alternative domains for making the domain in a systematic and approeciate approach

• Build a research design afterwards

• If your answer is to give this one, and you need to find the associated solutions

• plan your ambitions in the domain

• offering different types of answers

• at the start, you can find some blocks in the system

  • your final answer is to fill the domain in these blocks

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