1,721,485 research outputs found
Sanus-Ace: Negotiating a Memorandum of Understanding in external corporate venturing. Teaching Note
No full textSanus-Ace: Negotiating a Memorandum of Understanding in external corporate venturing.
No full textThis negotiation case describes a situation in which an investment manager of a large chemical company (ACE) has to decide about a corporate venturing investment in a small high-tech start-up (Sanus). To win board approval for this investment, an ACE business unit (in this case, ACE Food Specialties) must write a letter of commitment. The investment manager of ACE Venturing cannot invest in the start-up without a MoU between the start-up and the business unit of ACE. This case provides the required information for a negotiation between the investment manager, the business unit manager, and the start-up’s CEO. During the negotiation, students should discover that it is possible to draft an MoU which is beneficial for the two firms
Sanus-Ace: Negotiating a Memorandum of Understanding in external corporate venturing.
No full textThis negotiation case describes a situation in which an investment manager of a large chemical company (ACE) has to decide about a corporate venturing investment in a small high-tech start-up (Sanus). To win board approval for this investment, an ACE business unit (in this case, ACE Food Specialties) must write a letter of commitment. The investment manager of ACE Venturing cannot invest in the start-up without a MoU between the start-up and the business unit of ACE. This case provides the required information for a negotiation between the investment manager, the business unit manager, and the start-up’s CEO. During the negotiation, students should discover that it is possible to draft an MoU which is beneficial for the two firms
IMEC(A):Creating Value through a New Approach to IPR Management:Teaching Note
No full textnot availabl
IMEC(A):Creating Value through a New Approach to IPR Management:Teaching Note
No full textnot availabl
Identifying and describing constituents of innovation ecosystems: A systematic review of the literature
No full textPurpose-Innovation ecosystems have not been defined univocally. The authors compare the different approaches to innovation ecosystems in the literature, the link with open innovation, the value creating and value capturing processes in innovation ecosystems, and the need to orchestrate them properly. In this way, the purpose of this paper is to provide a highly needed, concise overview of the state of the art in innovation ecosystem thinking. Design/methodology/approach-A systematic screening of the literature searching for publications focusing on innovation ecosystems is carried out in the paper. The authors found 30 publications and compared the different approaches to innovation ecosystems: the authors classify them according to industries, the level of analysis, their central focus on innovation ecosystems, whether frameworks are developed in the publications, the main actors, focus on SMEs or large companies, the success of innovation ecosystems and the role of the orchestrator. Findings-The authors found different approaches to innovation ecosystems in the literature. Some papers look at the link with open innovation, and others at the value creating and value capturing processes in innovation ecosystems, the role of orchestrators, etc. The authors also provide an overview about the industries, the level of analysis, the central focus of the research, the main actors in the networks and the success factors. The authors observe that most publications have been written in Europe and apply to European ecosystems. The approach in Europe is, to some extent, also different from the main focus of leading American scholars. Research limitations/implications-The authors compare different approaches to innovation ecosystems. This provides a highly needed understanding of the state of the art in innovation ecosystem thinking. There are some limitations as well: the paper only does a literature review, and the authors are not developing a new framework to study innovation ecosystems. Practical implications-The literature overview is not primarily focused on practitioners, but the tables in the paper provide a quick overview of good management practices for setting up and managing innovation ecosystems. Social implications-Innovations ecosystems are, in some cases, established to solve major societal problems such as changes in healthcare, energy systems, etc. Therefore, they require the interaction between different types of partners including universities, research institutes and governmental agencies. Studying innovation ecosystems is crucial to facilitate social or societal changes. Originality/value-The paper presents a highly needed overview of the literature about innovation ecosystems and a concise examination of the different aspects that are studied so far
Open innovation in small and medium-sized enterprises
No full textOpen Innovation (OI) has proven to be important for the survival and growth not only of large corporations and multinationals but also of small firms and medium-sized enterprises. The way small and medium-sized enterprises (SMEs) have to organize and manage OI is also different from that of large companies. This chapter will provide an overview of the current literature highlighting the main OI practices in SMEs and describe their benefits, challenges, and risks. Moreover, the chapter also elaborates on the good practices of OI management and the transition from a closed to an open innovation model, along with the corresponding policy implications.</p
A Systematic Review of the Literature on Open Innovation in SMEs
No full textThis chapter provides a systematic review of the open innovation (OI) research carried out within the context of small and medium-sized enterprises (SMEs). The chapter should provide an accurate understanding of current literature about OI in SMEs, and it elaborates many future research avenues. The recent increase in the number of publications in this field shows that it has gained the attention of the academicians. The existing research shows that SMEs organize and manage OI in an entirely different way from large companies. SMEs get involved in OI based on their own strategic needs, and OI mechanisms have to be designed differently for SMEs
Business ecosystems: a structure to commercialize value chain of rural economies in developing areas
No full textFirms in rural economies of developing countries like Tanzania have limited abilities to create value and appropriate a sizable share of value from their business ecosystems. This study aimed at analysing the existing business ecosystem of the beekeeping industry and proposing a structure to commercialize the industry. The study adopted the qualitative design, descriptive action research approach. Unstructured interview and participant as observer techniques were used to collect data from 12 purposively selected actors in the beekeeping industry. Through interpretative data analysis, the existing business ecosystem was described and prescriptive business ecosystems were suggested. To commercialize the value chain of rural economies in developing areas, two business ecosystems are suggested: the enterprise-centred business ecosystem and the hybrid business ecosystem. Also, the value should be appropriated among actors in a fairly and truthful way. The role of an enterprise, which is an ecosystem orchestrator, is to ensure those ecosystem actors, particularly beekeepers, join and stay in the ecosystem. The study technique for data collection provides a valuable empirical ground through which management and business research can rely on the methodology. The study informs policymakers, researchers, and organization in the sector on the important steps and measures to take to build and manage a viable and commercial beekeeping ecosystem. And we provide a theoretical contribution to the business ecosystems and value chain theories as well as the empirical evidence for the theories
Opening up open innovation:Drawing the boundaries
No full textTwo main arguments are developed in this chapter. First, the chapter tackles the asymmetry in roles of outside-in and inside-out open innovation (OI) in the literature. Outside-in OI is assumed to play predominantly a strategic role. In contrast, inside-out OI has been predominantly perceived to have a financial return: It is a mechanism to allow underutilized ideas to go outside the organization for others to deploy them in their businesses. This chapter focuses on the monetary role of outside-in OI and the strategic role of inside-out OI, leading to a more balanced appreciation of both modes of open innovation. Second, it explores the possibilities of using open innovation strategically once beyond the context of new product or service development. As a result of this exercise, the concept of "outside-out" open innovation is introduced, which allows companies to apply open innovation in a wider set of contexts, with more diverse partners and where the governance of the collaboration resonates with the current innovation ecosystem literature.</p
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