11,638 research outputs found
Henry Chesbrough, Open Business Models
No full textLa innovación es una de las variables más importantes que se pueden aplicar a los nuevos modelos de negocio para diferenciar una empresa de su competencia. Open Business Models es la segunda entrega del autor en relación a la «innovación abierta», que tras el best-seller Open Innovation revolucionó la manera de plantear los negocios en la era del conocimiento, donde demostró que debido a la gestión adecuada de las ideas y las invenciones a nivel global ya no tiene por qué concentrarse el conocimiento en unas pocas y grandes organizaciones, sino que puede ser gestionado por todo el mercado de manera estratégica.Reseña del libro " Open Business Models" de Henry Chesbrough, por Fidel Rodríguez Batalla. Harvard Business School Press, Boston, 256 págs
The Future of Open Innovation: The future of open innovation is more extensive, more collaborative, and more engaged with a wider variety of participants
No full textThe Future of Open Innovation: IRI Medal Address. The future of open innovation will be more extensive, more collaborative, and more engaged with a wider variety of participants
No full textThe future of open innovation will be more extensive, more collaborative, and more engaged with a wider variety of participants. It will extend beyond technology to business models, and it will embrace both product and service innovation. Just as no man is an island, no firm that restricts itself to the confines of its own R&D lab will survive in an open innovation world
To recover faster from Covid-19, open up: Managerial implications from an open innovation perspective
No full textCovid-19 has severely tested our public health systems. Recovering from Covid-19 will soon test our economic systems. Innovation will have an important role to play in recovering from the aftermath of the coronavirus. This article discusses both how to manage innovation as part of that recovery, and also derives some lessons from how we have responded to the virus so far, and what those lessons imply for managing innovation during the recovery
Open: Modelli di business per l'innovazione
No full texthttp://www.egeaonline.it/ITA/Catalogo/Scheda_prodotto.aspx?ISBN=978882383177
IMEC(A):Creating Value through a New Approach to IPR Management:Teaching Note
No full textnot availabl
Networks of Innovation and Modularity: a Dynamic Perspective
No full textThe aim of this paper is to provide a comprehensive perspective for understanding the dynamics of modularity and the implications of those dynamics for innovation networks. The main contention of this paper is that the dynamics of technology development should reflect the dynamics of a firm network. During the early development of a technology, when the interactions among component types are unclear (in a state of flux) and, therefore, difficult to codify and freeze, organisations build connections with research centres and universities to explore alternative technological solutions. Once such interactions are better understood, codified, modularised and shared, then more exploitative networks (e.g., with suppliers and customers) may be better suited to exploit the current technology. In the transition from the early development phase to the more mature phase, firms must build ties to startups and new entrants, because these firms experiment with alternative design configurations that exploit the underlying technology. In addition, during this transition stage, firms must connect to third-party firms, since the supporting investments made by these firms may determine which of the alternative configurations will become 'the standard'. During this stage, the relationships across firms are defined and governed by modular interfaces that are, in turn, dictated by product interfaces. Copyright © 2008 Inderscience Enterprises Ltd
IMEC(A):Creating Value through a New Approach to IPR Management:Teaching Note
No full textnot availabl
The Adoption of Open Innovation in Large Firms: Practices, Measures, and Risks. A survey of large firms examines how firms approach open innovation strategically and manage knowledge flows at the project level
No full textWe present a large-sample survey of open innovation adoption and management in large firms, a follow-up to a previous study. We repeat some of the survey measures from the first survey, finding that open innovation continues to be widely practiced in about 80 percent of responding firms. Outside-in open innovation is more often practiced than inside-out. In other words, large firms are net takers of free knowledge flows, in part because they are concerned about IP protection for outbound knowledge. When we added new measures to examine open innovation at the project level, we found that firms selectively manage knowledge flows into and out of projects and are formalizing processes as they move from problem definition to execution. We conclude with observations about the organizational challenges and risks of shifting to an open innovation approach
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