Created On Tuesday, 17 March 2015 10:35 By Joachim Hafkesbrink
Old Wine in New Bottles? A Case Study on Organizational Antecedents for Open Innovation Management
In this paper, experiences with organizational antecedents for Open Innovation are presented, based on an in-depth case study conducted within the framework of KOPIWA1 – a pre-competitive joint research project on “Competences Monitoring for Open Innovation in the Digital Economy” in Germany. The empirical findings on organizational competences 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 organizational and management routines evolved organically 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, ‘Innovation 2.0’ (also known as ‘Open Innovation’) is not entirely new, but rather a more natural and logical continuation of “new internet based innovation processes and business models” that have been developed in the past decade, noteably with ‘Open Source’.
case study
descriptive
coupled
why_organisation, what_practices, how_implemented, what_effects
services
bachelor, master, phd, executive
successful
Open Innovation; Open Source Innovation; Open Content Innovation; Outside-in Management; Inside-Out Management; Organizational Competences; Individual Competences; New Business Development