ID Title Description Document Nature of the case Mode of Open
Innovation
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under scrutiny in
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Main industry
considered by the
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What is the outcome
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Level of teaching
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document
503 Ambidextrou s Competence s for Open Innovation This paper describes a conceptual approach to individual and organizati onal competenci es needed for Open Innovation (OI) using a new ambidexter ity model. It starts from the assumption that the entire innovation process is rarely open by all means, as the OI concept may suggest. It rather takes into considerat ion that in practice especially for early phases of the innovation process the organizati on and their innovation actors are opening up for new ways of joint ideation, collaborat ion etc. to gain a maximum of explorativ e performanc e and effectiven ess. Though, when it comes to committing considerab le resources to developmen t and implementa tion activities , the innovation process usually closes step by step as efficiency criteria gain ground for a maximum of knowledge exploitati on. The ambidexter ity model of competence s for OI refers to these tensions and provides a new framework to understand the needs of industry and Higher Education Institutes (HEI) to develop appropriat e exploratio n and exploitati on competenci es for OI. descriptive coupled why_organisation, what_practices, how_implemented, what_effects services neutral master, phd
469 Big Open Innovation Failures_P RESENTATION This presentati on is perfectly fitting the paper "Big Open Innovation Failures" descriptive coupled why_organisation, what_practices, how_implemented, what_effects manufacturing failure bachelor, master
468 Big Open Innovation Failures_T EXT Three cases about open innovation initiative s that failed are provided in this paper. The cases are compared and analysed and success factors for open innovation activities are derived. This paper can help students to better understand what can go wrong when companies try to implement open innovation . Thereby students will learn about critical incidents and success factors. descriptive coupled why_organisation, what_practices, how_implemented, what_effects manufacturing failure bachelor, master
504 Business Model Innovation in the Digital and New Media Economy This paper outlines the increasing challenges of Business Model Innovation in the Digital and New Media Economy. It describes drivers of change, impacts on the innovation and business landscape, consequenc es for business modeling and the innovation process, as well as the implicatio ns for organizati onal adaptation . It presents in-depth observatio ns from empirical research on 12 business cases in the Digital and Media Economy in Germany. Our findings show that business modeling in the Digital Economy needs to be continuous ly cross-link ed to the innovation process to adapt to the ever changing business environmen t. It becomes clear that Business Models in the Digital Economy need to be “open” so as to be able to continuous ly embed them into the firm’s surroundin g communitie s, and to ensure knowledge transfer and learning. We will align our arguments with earlier research on Open Innovation and Innovation 3.0 - which we have earlier called “Embedded Innovation ” - taking a more practical view on the implementa tion of new Business Models. descriptive coupled why_organisation, what_practices, how_implemented, what_effects services successful bachelor, master, phd
505 Contextual Ambidexter ity and Individual Competenci es for Exploratio n and Exploitati on in Small and Medium sized Enterprise s This paper describes a new ambidexter ity model to balance exploratio n and exploitati on activities in SMEs, and the empirical results of applying this model in the German Publishing and New Media Industry. Due to an enduring discontinu ous change in the firm’s environmen t, this sector is under enormous pressure to pursue innovation processes with the aim to develop new online products and services. This paper is organized as follows: first we will describe the new ambidexter ity model that embraces the role of organizati onal antecedent s and individual competenci es for the firms' overall exploratio n and exploitati on performanc e. Then, we will describe the state-of-t he-art research on the moderating role of organizati onal antecedent s for exploratio n and exploitati on performanc e. Next, we will reflect on individual compe-tenc ies for exploratio n and exploitati on, which prove to be an almost entirely new field of research. After describing the research setting, we will focus on the dedicated hypotheses for organizati onal antecedent s and individual competenci es driving ex-plorati on and exploitati on. Finally, after presenting the related empirical results, we will outline our initial conclusion s and the limitation s of the research presented in this paper. descriptive coupled why_organisation, what_practices, how_implemented, what_effects services successful bachelor, master, phd
506 Controlled Opening in pro-active SME Innovation - A Case Study on an ‘Open Innovation Audit’ in the Digital Economy In this paper, we will present results from an Open Innovation Audit case study in the mobile business solution area conducted within the framework of KOPIWA – a pre-compet itive joint research project on “Competenc es Monitoring for Open Innovation in the Digital Economy” in Germany. The Open Innovation ‘Quick Check’ Audit Tool was developed to measure organizati onal antecedent s and competence s towards more innovation openness in SMEs of the Digital Economy. The results indicate that even a quick-chec k audit may give reasonable insights into organizati onal requiremen ts of Open Innovation . By substantia ting organizati onal competence s via more tangible indicators the audit provides discussion points for the innovation actors to find set-screws in the sense of parameters to improve the innovation process. descriptive inbound why_organisation, what_practices, how_implemented, what_effects services successful bachelor, master, phd, executive
487 Corporate Foresight at Cisco: Introdutio n of the Technolog Radar The case describes how Cisco, a company showing a commitment to fostering open and crowd-sour ced innovation , implemente d the Technology Radar. . The Cisco Technology Radar is an open approach to identifyin g new technologi es and is a process of identifica tion, selection, and verificati on of emerging technologi es using external scouting networks. The case describes the situation at Cisco, why it would benefit from the technology radar, the challenges associated with the implementa tion of the technology radar, the technology radar process itself, and the key success factors of implementi ng the technology radar. teaching inbound why_organisation, what_practices, how_implemented services neutral bachelor, master, executive
466 Establishme nt of Technical Department of the first Cross Laminated Timber Company Conversatio n of the engineerin g team to the task are coming descriptive inbound why_organisation manufacturing successful phd
568 FAURECIA: OPEN INNOVATION IN SUPPLY CHAIN The case fosters discussion about issues related to the open innovation in supply chain management process in a highly competitiv e, price sensitive market of car seating. teaching coupled what_practices, how_implemented, what_effects manufacturing successful master, phd
543 How excessive regulation hurt open innovation The case should show how bad regulation can hurt incentives to innovate. The energy sector - electricit y and renewables in particular - is used as an example. teaching outbound what_practices, what_practices services failure bachelor, bachelor, executive, executive
463 Implementin g Open Innovation : Exploring successes and failures - the Virtual Lab Case Cross- industry cooperatio n to create a virtual lab, which was successful . Yet the commercial isation phase was a failure. descriptive coupled what_practices, how_implemented manufacturing neutral bachelor, master, phd, executive
508 INNOVATION 3.0: EMBEDDING INTO COMMUNITY KNOWLEDGE - COLLABORAT IVE ORGANIZATI ONAL LEARNING BEYOND OPEN INNOVATION This paper describes a conceptual approach for a next-gener ation innovation paradigm in the Digital Economy called “Embedded Innovation ” (Innovatio n 3.0). The approach is based on the observatio n that, in order to survive, SMEs – especially those operating in an increasing dynamic and digitalize d environmen t, with knowledge being the most indispensa ble and important resource for innovation – need to establish trusted relations to aligned communitie s, networks and stakeholde rs (Hafkesbri nk, Evers, 2010). The notion of “embeddedn ess” is introduced to mark the increasing challenge of substantia lly integratin g firms into their surroundin g communitie s so as to assure the absorption of their exploitabl e knowledge. The approach of a network based social embeddedne ss has already been marked by Granovette r (1985) and supported the discussion in the new economic sociology substantia lly. In this context, Innovation 3.0 goes beyond Open Innovation (defined as “Innovatio n 2.0”) and clearly beyond Closed Innovation (defined as “Innovatio n 1.0”). It does so as it conceptual ly embraces specific ambidextro us organizati onal capabiliti es (O’Reilly and Tushman, 2008) of using dedicated institutio nal arrangemen ts to accomplish the embedding process. These arrangemen ts may be implicit (e.g. trust culture; see Hafkesbrin k and Evers, 2010) or explicit (e.g. formal contracts) , explorativ e or exploitati ve, organic or mechanic (Tushman et al., 2002), depending on the nature and phase of the innovation process and the characteri stics of relationsh ips. descriptive inbound why_organisation, what_practices, how_implemented, what_effects services successful bachelor, master, phd, executive
507 Innovation 3.0: Embedding into community knowledge - The relevance of trust as enabling factor for collaborat ive organizati onal learning - The paper describes a conceptual approach for a next-gener ation innovation paradigm in the Digital Economy called “Embedded Innovation ” (Innovatio n 3.0). The notion of “embeddedn ess” is introduced to mark the increasing challenge of integratin g firms into their surroundin g communitie s to assure the absorption of their exploitabl e knowledge. Trust is supposed to be the enabling parameter in balancing multiple relationsh ips with communitie s. In the paper the evolutiona ry steps from Closed via Open to Embedded Innovation in SME are described. On the basis of the firm’s different relationsh ips and knowledge flows with respect to its surroundin g communitie s different modes of how to cultivate trust are defined and how this may unfold leverage effects for organizati onal embedding into communitie s. Finally, as a basic for further research, hypotheses on different organizati onal antecedent s are developed that may be appropriat e to embed the firm into communitie s with the aim of ensuring knowledge absorption and collaborat ive learning. descriptive coupled why_organisation, what_practices, how_implemented, what_effects services successful bachelor, master, phd, executive
513 Innovation in health care as a unused potential of entreprene urism Development of R&D process in field of health is presenting a great potential for developmen t of innovation s and improvemen t this scientific area. Developmen t of innovative ideas and process in health impose tight cooperatio n with other scientific discipline s specially technical and economical discipline s. Usage and developmen t of innovative process in developed countries and developing countries is increasing ly introduced today. Beside all good characteri stics of innovative process, there are several milestones and obstacles that should be overcome in introducin g innovation and innovative process. Innovation in health is presenting a great entreprene urship potential, which at the same time develop health and economical system of one state. descriptive inbound why_organisation services neutral master, phd
485 MERCADONA: Open Innovation in Action in Spanish Retail The differenti ating value of Open Innovation by letting the costumers innovate teaching inbound what_practices services successful bachelor
514 MPE-OI The internal communicat ion about strategic matters has been enhanced by inbound open innovation . descriptive inbound what_practices, what_effects manufacturing successful bachelor, master, executive
512 Networks of Inter-orga nizational Knowledge Developmen t within the Open Innovation The case focuses on the inter-orga nisational knowledge developmen t networks for open innovation . The key questions are focused on the revealing the role of inter-orga nisational network in the open innovation developmen t, the rationales for inclusion of various actors into the knowledge developmen t networks, and contributi on of knowledge for innovation by various organisati ons. Two different knowledge developmen t networks, representi ng a closed and open inter-orga nisational network for open innovation approach are analysed. descriptive inbound why_organisation, what_practices manufacturing successful master, phd, executive
501 Obstacles to the implementa tion of Outbound Open Innovation in an Innovative Firm This case concentrat es on the rationales for implementi ng an outbound open innovation strategy in a leading high tech, fast growing, manufactur ing firm in Luxembourg . It then further explores the obstacles and hampering factors for the implementa tion of this strategy, as well as the different leads that can be followed in terms of implementi ng outbound open innovation . descriptive outbound why_organisation, why_organisation , what_practices, what_practices, how_implemented, how_implemented manufacturing neutral master, master
509 Old Wine in New Bottles? A Case Study on Organizati onal Antecedent s for Open Innovation Management In this paper, experience s with organizati onal antecedent s for Open Innovation are presented, based on an in-depth case study conducted within the framework of KOPIWA1 – a pre-compet itive joint research project on “Competenc es Monitoring for Open Innovation in the Digital Economy” in Germany. The empirical findings on organizati onal competence s within this case study are based on hypotheses and research questions that have been tackled in more detail in [4]. The results indicate that the focal open innovator’ s organizati onal and management routines evolved organicall y from closed to open innovation over the last years, as a result of the overall market, network and technology dynamics in the Digital Economy innovation system. The findings also reveal that, especially in the Digital Economy, ‘Innovatio n 2.0’ (also known as ‘Open Innovation ’) is not entirely new, but rather a more natural and logical continuati on of “new internet based innovation processes and business models” that have been developed in the past decade, noteably with ‘Open Source’. descriptive coupled why_organisation, what_practices, how_implemented, what_effects services successful bachelor, master, phd, executive
488 Open Innovation Instrument s at Deutsche Telekom The case presented is based on the study of Rohrbeck, Hölze, and Gemünen (2009) on how Deutsche Telecom has opened up its innovation instrument s. The presentati on briefly illustrate s how Deutsche Telekom as a large multinatio nal operating in a highly volatile industry embraces open innovation instrument s to form an 'open innovation ecosystem' . It identifies 11 open innovation instrument s that are used to create company-sp ecific innovation s. The instrument s used by Deutsche Telekom are mapped along the stages of the innovation process and the intensity (budget, time, resources) with which they are pursued. Some concluding remarks are made, as well as relevant discussion points highlighte d. Rohrbeck, R., Hölzle K. and H.G. Gemünden (2009): Opening up for competitiv e advantage - How Deutsche Telekom creates an open innovation ecosystem, R&D Management , Vol.39, S. 420-430. teaching inbound what_practices services neutral bachelor, executive