|ID||Title||Description||Short abstract on the method applied||Document||Nature of the case||Link for further information or to illustrate the case ||Mode of Open Innovation considered||Type of question under scrutiny in the case/document||Main industry considered by the case/document||What is the outcome of the case||Level of teaching illustrated in the document||Please add your own keywords to describe your case||User Id||User name||User mail|
|511||Web 2.0 Learning - A Case Study on Organizational Competences in Open Content Innovation||In this paper, a process-based view on shifting from proprietary towards Open Content Innovation in the LMS1 market is described based on in-depth research within KOPIWA2 – a pre-competitive joint research project on “Competences Monitoring for Open Innovation in the Digital Economy” in Germany.
A longitudinal case study approach in shifting to a new Web 2.0 compatible business model is presented. The model focuses on providing process-facilitation, as opposed to the marketing of traditional Learning Management and Content Creation-Software. It serves as a basis for empirical insights into the management challenges and organizational competences that must be addressed to cope with Open Innovation.
The results clearly point out that to master the challenges of Open innovation there can be no simple ‘switch of a button’, such as adopting the newest fashionable management tool. Instead, a far-reaching management paradigm shift is necessary to successfully accomplish Open Innovation. Among those behavioral patterns that need to be changed are (1) breaking rules and conventional management routines, (2) becoming accustomed to upside-down thinking to amplify organizational boundaries, (3) process facilitation instead of micro-management, (4) developing sophisticated networking evolution skills, (5) establishing an effective stakeholder management system, (6) managing by clear outside-in and inside-out principles.||single case study||/var/www/oi-net/www/media/breezingforms/uploads/Web_2.0_Learning_Hafkesbrink_Scholl.pdf||descriptive|| ||coupled||why_organisation, what_practices, how_implemented, what_effects||services||successful||bachelor, master, phd, executive||Open Innovation; Open Source Innovation; Open Content Innovation; Outside-in Management; Inside-Out Management; Organizational Competences; Individual Competences; New Business Development||86||Joachim Hafkesbrinkemail@example.com|
|500||Teaching open innovation through role-playing||The case is aimed at using role-playing to show the value of open innovation and demonstrate how the current thinking inhibits from engaging in open innovation||Role-playing||/var/www/oi-net/www/media/breezingforms/uploads/Teaching_case_OI_roleplay.docx||teaching|| ||coupled||how_implemented, what_effects||services||neutral||bachelor, master||open innovation, role-playing, telecom industry||249||Seidali Kurtmollaievfirstname.lastname@example.org|
|582||Supplier enabled innovation along with open innovation in Electrolux||The case provide an example of Supplier enabled innovation within the Open innovation practices applied in Electrolux, which brought valuable solution for its customers.|| ||/var/www/oi-net/www/media/breezingforms/uploads/CaseStudy_Electrolux.docx||descriptive|| ||inbound||what_practices, how_implemented, what_effects||manufacturing||successful||master, phd||Open innovation, Supplier, project, network||274||Andrea Sütőováemail@example.com|
|489||Scouting Networks for Competitive Advantage||The case presented is based on the study of Rohrbeck (2010) on how Deutsche Telecom, British Telecom, and Telefónica employ technology scouting approaches. The presentation briefly illustrates how Deutsche Telekom uses a specific approach aimed at identification, anticipation, and assessment of technological changes using a network of experts. Furthermore, it also briefly shows how Deutsche Telecom uses the same network to support the planning and execution of appropriate action for the identified technological changes by using a technology radar.
Rohrbeck, R. 2010. Harnessing a network of experts for competitive advantage - Technology Scouting in the ICT Industry. R&D Management, 40(20): 169-180.||Building on case-study data from three telecommunication operators, this case describes and discusses the technology scouting approach of Deutsche Telekom (Germany). Informants were chosen to reflect three distinct perspectives: the internal stakeholder, the internal activity responsible, and the foresighters who were asked about the process and methods. Furthermore, internal documents such as foresight reports and process descriptions were collected and analysed.||/var/www/oi-net/www/media/breezingforms/uploads/Rohrbeck_Scouting-Networks-for-Competitive-Advantage_v2.pdf||teaching|| ||inbound||what_practices||services||successful||bachelor, executive||Technology Scouting, Technology Management, Innovation Management, Corporate Foresight, Open Innovation, Networks||150||Tymen Jissink||TYJI@asb.dk|
|486||Rethinking creativity in Fashion through open Innovation: The case of Zara||This case study details how Zara the leading worldwide apparel maker has managed to conquer the world of fashion with an innovative business model based on Open Innovation. ||Single Case Study||/var/www/oi-net/www/media/breezingforms/uploads/ZARA_Open_Innovation_EADA.pdf||descriptive|| ||coupled||how_implemented||manufacturing||successful||bachelor, master, executive||Open Innovation. Retail. Fashion industry. Apparel industry. Fashion store. Design|| || || |
|465||Project Kitchen workshop in the framework of the Ambient Assisted Living ||In the framework of the Austro-Hungarian cross-border cooperation project the Vienna Chamber of Commerce and Trade organized a workshop for organizations and persons interested in taking care for elderly people with limited mobility in their homes. Project goal was to collect ideas for solving the problem of this people.||The method was a multi level brain storming and investigation of possible solutions||/var/www/oi-net/www/media/breezingforms/uploads/Project_Kitchen_workshop_Ambient_Assisted_Living.docx||descriptive|| ||outbound||how_implemented||services||successful||master||Home care, mobility||168||Zoltán Pásztoryfirstname.lastname@example.org|
|499||Outbound open innovation in Tourism||A teaching case on outbound open innovation in services (tourism industry)||Students should try to think as a top manager of the dominating ferry company and come up with ideas about how outbound open innovation can improve the ferry service||/var/www/oi-net/www/media/breezingforms/uploads/Teaching_case_tourism.pptx||teaching|| ||outbound||what_practices, how_implemented||services||neutral||bachelor, master||tourism, ferry, open innovation||249||Seidali Kurtmollaievemail@example.com|
|467||Our street network||The project offer a solution for people who spend lots of time social media and start to loss the contact with immediate environment, that why the program is called "our street"||A new Hungarian startup, called “our street” helps with this problem. Young people created a website miutcank.hu where people living close to each other can get into contact with each other, can offer services, favors, tools etc.
The website is still under development, but in some areas (where the number of participants exceeds 30) has its full functionality. People are encouraged to register to have a possibly big coverage and to start the service in many places. The goal of this website to initiate a social change, which makes a positive impact on residential communities, increases people's cohesive strength and confidence who are living close to each other.
||/var/www/oi-net/www/media/breezingforms/uploads/Our_street.docx||teaching|| ||outbound||what_practices||services||successful||bachelor||alternative for social media, find people close to our home, our street||168||Zoltán Pásztoryfirstname.lastname@example.org|
|510||Organizational Competences for Open Innovation in Small and Medium Sized Enterprises of the Digital Economy||In this paper, a conceptual approach to link organizational and individual competences in open innovation processes is presented. Based on a comprehensive system of hypotheses derived from recent literature, the current state-of-the-art in the discussion about organizational antecedents of open innovation is characterized, and further research identified.||conceptual approach||/var/www/oi-net/www/media/breezingforms/uploads/Organizational_Competences_for_OI_Hafkesbrink_Schroll.pdf||descriptive|| ||coupled||why_organisation, what_practices, how_implemented, what_effects||services||neutral||bachelor, master, phd, executive||Open Innovation; Open Source Innovation; Open Content Innovation; Outside-in Management; Inside-Out Management; Organizational Competences; Individual Competences; New Business Development||86||Joachim Hafkesbrinkemail@example.com|
|488||Open Innovation Instruments 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 instruments. The presentation briefly illustrates how Deutsche Telekom as a large multinational operating in a highly volatile industry embraces open innovation instruments to form an 'open innovation ecosystem'. It identifies 11 open innovation instruments that are used to create company-specific innovations. The instruments 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 highlighted.
Rohrbeck, R., Hölzle K. and H.G. Gemünden (2009): Opening up for competitive advantage - How Deutsche Telekom creates an open innovation ecosystem, R&D Management, Vol.39, S. 420-430.
||The case is based on a single case study. Using exploratory interviews with 10 respondents from Deutsche Telekom, as well as 5 respondents from companies in the partner network for further triangulation of the data. Respondents were encouraged to describe the different open innovation activities thoroughly. The unguided descriptions given by respondents were then often followed up by closed questions for further validation of the given information. The transcripts were coded to support the analysis of the different open innovation instruments, which were subsequently categorized among two dimensions.|| ||teaching|| ||inbound||what_practices||services||neutral||bachelor, executive||Open innovation, collaborative innovation, Deutsche Telekom||150||Tymen Jissink||TYJI@asb.dk|
|509||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 . 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||/var/www/oi-net/www/media/breezingforms/uploads/Old_Wine_in_New_Bottles_Hafkesbrink_Krause_Westermaier.pdf||descriptive|| ||coupled||why_organisation, what_practices, how_implemented, what_effects||services||successful||bachelor, master, phd, executive||Open Innovation; Open Source Innovation; Open Content Innovation; Outside-in Management; Inside-Out Management; Organizational Competences; Individual Competences; New Business Development||86||Joachim Hafkesbrinkfirstname.lastname@example.org|
|501||Obstacles to the implementation of Outbound Open Innovation in an Innovative Firm||This case concentrates on the rationales for implementing an outbound open innovation strategy in a leading high tech, fast growing, manufacturing firm in Luxembourg.
It then further explores the obstacles and hampering factors for the implementation of this strategy, as well as the different leads that can be followed in terms of implementing outbound open innovation.
||Single case study; primary and secondary data was used.
Interviews with the entire C-suite, innovation team, research team, marketing experts, and engineers.
||/var/www/oi-net/www/media/breezingforms/uploads/Case_OI.pptx||descriptive|| ||outbound||why_organisation, why_organisation, what_practices, what_practices, how_implemented, how_implemented||manufacturing||neutral||master, master||automotive industry, diversification, high growth firm, outbound open innovation, obstacles||85||Anne-Laure Mentionemail@example.com|
|512||Networks of Inter-organizational Knowledge Development within the Open Innovation ||The case focuses on the inter-organisational knowledge development networks for open innovation. The key questions are focused on the revealing the role of inter-organisational network in the open innovation development, the rationales for inclusion of various actors into the knowledge development networks, and contribution of knowledge for innovation by various organisations. Two different knowledge development networks, representing a closed and open inter-organisational network for open innovation approach are analysed. ||The research method applied is a case study approach, which is best suited to the objectives of our study: constructing theoretical approaches and revealing still relatively unknown aspects of the relationships being studied. The inter-organisational knowledge development networks chosen for analysis come from the high technology industry (optics and medical devices, NACE 33). Both networks are facilitated by globally born SME‘s (Vittamed, and Ekspla) originating from Lithuania, a small catching up country.||/var/www/oi-net/www/media/breezingforms/uploads/Petraite_ICICKM_2010_paper.doc||descriptive||http://www.ekspla.com; http://www.vittamed.com ||inbound||why_organisation, what_practices||manufacturing||successful||master, phd, executive||networks, open innovation, knowledge development, R&D intensive firm||115||Monika Petraitefirstname.lastname@example.org|
|514||MPE-OI||The internal communication about strategic matters has been enhanced by inbound open innovation. ||Basically it was consultancy to the company. The assignment was broad: review the companies internal and external behavior and recommend adaptations in the organizational structure and process.||/var/www/oi-net/www/media/breezingforms/uploads/MPE-OI.pdf||descriptive|| ||inbound||what_practices, what_effects||manufacturing||successful||bachelor, master, executive||inbound, organisational structure, management information, management meeting||90||Arie Nagelemail@example.com|
|485||MERCADONA: Open Innovation in Action in Spanish Retail||The differentiating value of Open Innovation by letting the costumers innovate
||Single Case study; Powerpoint with comments; Spanish retail sector||/var/www/oi-net/www/media/breezingforms/uploads/Mercadona_OI_EADA.pptx||teaching|| ||inbound||what_practices||services||successful||bachelor||Retail, Innovation; Ideas Lab, Spain|| || || |
|513||Innovation in health care as a unused potential of entrepreneurism||Development of R&D process in field of health is presenting a great potential for development of innovations and improvement this scientific area. Development of innovative ideas and process in health impose tight cooperation with other scientific disciplines specially technical and economical disciplines. Usage and development of innovative process in developed countries and developing countries is increasingly introduced today. Beside all good characteristics of innovative process, there are several milestones and obstacles that should be overcome in introducing innovation and innovative process. Innovation in health is presenting a great entrepreneurship potential, which at the same time develop health and economical system of one state.||Empirical approach||/var/www/oi-net/www/media/breezingforms/uploads/INNOVATION_IN_HEALTH_CARE_AS_A_UNUSED_POTENTIAL_OF_ENTREPRENEURISM.pdf||descriptive|| ||inbound||why_organisation||services||neutral||master, phd||innovation, health, entrepreneurship||245||Nenad Markovicfirstname.lastname@example.org|
|507||Innovation 3.0: Embedding into community knowledge - The relevance of trust as enabling factor for collaborative organizational learning -||The paper describes a conceptual approach for a next-generation innovation paradigm in the Digital Economy called “Embedded Innovation” (Innovation 3.0). The notion of “embeddedness” is introduced to mark the increasing challenge of integrating firms into their surrounding communities to assure the absorption of their exploitable knowledge. Trust is supposed to be the enabling parameter in balancing multiple relationships with communities.
In the paper the evolutionary steps from Closed via Open to Embedded Innovation in SME are described. On the basis of the firm’s different relationships and knowledge flows with respect to its surrounding communities different modes of how to cultivate trust are defined and how this may unfold leverage effects for organizational embedding into communities. Finally, as a basic for further research, hypotheses on different organizational antecedents are developed that may be appropriate to embed the firm into communities with the aim of ensuring knowledge absorption and collaborative learning.||multiple case study||/var/www/oi-net/www/media/breezingforms/uploads/Innovation_3_0_Relevance_of_Trust.pdf||descriptive|| ||coupled||why_organisation, what_practices, how_implemented, what_effects||services||successful||bachelor, master, phd, executive||Innovation 3.0; Communities; Collaborative Learning; Trust; Open Innovation; Embeddedness; Organizational Change; Digital Economy.||86||Joachim Hafkesbrinkemail@example.com|
|508||INNOVATION 3.0: EMBEDDING INTO COMMUNITY KNOWLEDGE - COLLABORATIVE ORGANIZATIONAL LEARNING BEYOND OPEN INNOVATION||This paper describes a conceptual approach for a next-generation innovation
paradigm in the Digital Economy called “Embedded Innovation” (Innovation
3.0). The approach is based on the observation that, in order to
survive, SMEs – especially those operating in an increasing dynamic and digitalized
environment, with knowledge being the most indispensable and
important resource for innovation – need to establish trusted relations to
aligned communities, networks and stakeholders (Hafkesbrink, Evers, 2010).
The notion of “embeddedness” is introduced to mark the increasing challenge
of substantially integrating firms into their surrounding communities so as to
assure the absorption of their exploitable knowledge. The approach of a network
based social embeddedness has already been marked by Granovetter
(1985) and supported the discussion in the new economic sociology substantially.
In this context, Innovation 3.0 goes beyond Open Innovation (defined
as “Innovation 2.0”) and clearly beyond Closed Innovation (defined as
“Innovation 1.0”). It does so as it conceptually embraces specific ambidextrous
organizational capabilities (O’Reilly and Tushman, 2008) of using dedicated
institutional arrangements to accomplish the embedding process.
These arrangements may be implicit (e.g. trust culture; see Hafkesbrink and
Evers, 2010) or explicit (e.g. formal contracts), explorative or exploitative,
organic or mechanic (Tushman et al., 2002), depending on the nature and
phase of the innovation process and the characteristics of relationships.||multiple case studies||/var/www/oi-net/www/media/breezingforms/uploads/Innovation_3.0_Embedding_into_Community_Knowledge.pdf||descriptive|| ||inbound||why_organisation, what_practices, how_implemented, what_effects||services||successful||bachelor, master, phd, executive||Open Innovation; Innovation 3.0, collaborative learning||86||Joachim Hafkesbrinkfirstname.lastname@example.org|
|463||Implementing Open Innovation: Exploring successes and failures - the Virtual Lab Case||Cross- industry cooperation to create a virtual lab, which was successful. Yet the commercialisation phase was a failure. ||single case study
||/var/www/oi-net/www/media/breezingforms/uploads/Case_Study_-_Virtual_Lab.ppt||descriptive|| ||coupled||what_practices, how_implemented||manufacturing||neutral||bachelor, master, phd, executive||Open Innovation in practice: highlights from a cross industry cooperation case ||85||Anne-Laure Mentionemail@example.com|
|543||How excessive regulation hurt open innovation||The case should show how bad regulation can hurt incentives to innovate. The energy sector - electricity and renewables in particular - is used as an example.||This must be considered "raw material". The main point of the case will be that bad governance and excessive regulation will hurt innovation strategies. || ||teaching|| ||outbound||what_practices, what_practices||services||failure||bachelor, bachelor, executive, executive||innovation, energy, regulatory failure||300||Victor Avramovfirstname.lastname@example.org|
|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 competitive, price sensitive market of car seating.||multiple case study||/var/www/oi-net/www/media/breezingforms/uploads/Case_study_Faurecia_OI_supplier_2016__EN_.pdf||teaching||http://www.faurecia.com/en/faurecia-launches-dworks-think-tank-invent-future-automotive-seating-systems, http://www.plasticportal.eu/en/elastollan%C2%AE-tpu-od-firmy-basf-na-karoserii-noveho-citroenu-c4-cactus/c/2596 ||coupled||what_practices, how_implemented, what_effects||manufacturing||successful||master, phd||open innovation, supply chain, dWorks, Faurecia, BASF||190||Kristina Zgodavovaemail@example.com|
|466||Establishment of Technical Department of the first Cross Laminated Timber Company||Conversation of the engineering team to the task are coming||This paper is a Case Study about the aim and process of the establishment of the
Technical/Engineering Department at my current work place in the UK. It describes the
details of the main management strategies and actions associated to this development
procedure. I’ve selected the following really simple quotation about the Leadership and
Management as a motto for this essay.
“Leadership is the art of getting someone else to do something you want done because he
wants to do it.” Dwight Eisenhower
||/var/www/oi-net/www/media/breezingforms/uploads/Management_in_the_Timber_Industry_-_Case_Study_-_Rev_A_-_RN.pdf||descriptive|| ||inbound||why_organisation||manufacturing||successful||phd||technical team, engineering, establishment of the team, development of the
team, team structure, business plan, job description, scope of duties, scope of work, annual
|487||Corporate Foresight at Cisco: Introdution of the Technolog Radar||The case describes how Cisco, a company showing a commitment to fostering open and crowd-sourced innovation, implemented the Technology Radar. . The Cisco Technology Radar is an open approach to identifying new technologies and is a process of identification, selection, and verification of emerging technologies using external scouting networks. The case describes the situation at Cisco, why it would benefit from the technology radar, the challenges associated with the implementation of the technology radar, the technology radar process itself, and the key success factors of implementing the technology radar. ||The single case study is based on personal interviews and close dialogue with Stephan Monterde, Senior Manager for Corporate Development at Cisco. Additionally, document studies and a broad search among online news sources were conducted.||/var/www/oi-net/www/media/breezingforms/uploads/Cisco_teaching_case_test_version_working-document_v2.pdf||teaching|| ||inbound||why_organisation, what_practices, how_implemented||services||neutral||bachelor, master, executive||Corporate foresight, technology intelligence, technology scouting, innovation management, intrapreneurship, organizational future orientation, change management||150||Tymen Jissink||TYJI@asb.dk|
|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-competitive joint research project on “Competences Monitoring for Open Innovation in the Digital Economy” in Germany. The Open Innovation ‘Quick Check’ Audit Tool was developed to measure organizational antecedents and competences towards more innovation openness in SMEs of the Digital Economy.
The results indicate that even a quick-check audit may give reasonable insights into organizational requirements of Open Innovation. By substantiating organizational competences 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.||single case study||/var/www/oi-net/www/media/breezingforms/uploads/Controlled_Opening_Hafkesbrink_Stark_Schmucker.pdf||descriptive|| ||inbound||why_organisation, what_practices, how_implemented, what_effects||services||successful||bachelor, master, phd, executive||Open Innovation; Open Source Innovation; Open Content Innovation; Outside-in Management; Inside-Out Management; Organizational Competences; Individual Competences; New Business Development||86||Joachim Hafkesbrinkfirstname.lastname@example.org|
|505||Contextual Ambidexterity and Individual Competencies for Exploration and Exploitation in Small and Medium sized Enterprises||This paper describes a new ambidexterity model to balance exploration and exploitation activities in SMEs, and the empirical results of applying this model in the German Publishing and New Media Industry. Due to an enduring discontinuous change in the firm’s environment, 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 ambidexterity model that embraces the role of organizational antecedents and individual competencies for the firms' overall exploration and exploitation performance. Then, we will describe the state-of-the-art research on the moderating role of organizational antecedents for exploration and exploitation performance. Next, we will reflect on individual compe-tencies for exploration and exploitation, which prove to be an almost entirely new field of research. After describing the research setting, we will focus on the dedicated hypotheses for organizational antecedents and individual competencies driving ex-ploration and exploitation. Finally, after presenting the related empirical results, we will outline our initial conclusions and the limitations of the research presented in this paper.||multiple case study||/var/www/oi-net/www/media/breezingforms/uploads/Contextual_Ambidexterity_Hafkesbrink_Bachem_Kulenovic.pdf||descriptive|| ||coupled||why_organisation, what_practices, how_implemented, what_effects||services||successful||bachelor, master, phd||Contextual Ambidexterity; Open Innovation, Individual Competences; Organizational Competences, Small and medium Sized Enterprises||86||Joachim Hafkesbrinkemail@example.com|
|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, consequences for business modeling and the innovation process, as well as the implications for organizational adaptation. It presents in-depth observations 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 continuously cross-linked to the innovation process to adapt to the ever changing business environment. It becomes clear that Business Models in the Digital Economy need to be “open” so as to be able to continuously embed them into the firm’s surrounding communities, 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 implementation of new Business Models.||Multiple Case Study||/var/www/oi-net/www/media/breezingforms/uploads/Business_Model_Innovation_Hafkesbrink_Schroll_2010.pdf||descriptive|| ||coupled||why_organisation, what_practices, how_implemented, what_effects||services||successful||bachelor, master, phd||Business Model Innovation, Innovation 3.0, Open Innovation, Ambidextrous Organization, Organizational Adaptation, Communities of Knowledge, Digital Economy, New Media Economy||86||Joachim Hafkesbrinkfirstname.lastname@example.org|
|468||Big Open Innovation Failures_TEXT||Three cases about open innovation initiatives 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.||Short and simple multiple case study based on secondary data. Good case to let students analyse open innovation initiatives, which failed.||/var/www/oi-net/www/media/breezingforms/uploads/Big_Open_Innovation_Failures_TEXT.pdf||descriptive|| ||coupled||why_organisation, what_practices, how_implemented, what_effects||manufacturing||failure||bachelor, master||Open Innovation Failures, Lego, Heartbleed, Procter and Gamble, Success Factors||138||Maximilian Maieremail@example.com|
|469||Big Open Innovation Failures_PRESENTATION||This presentation is perfectly fitting the paper "Big Open Innovation Failures"||Short and simple multiple case study based on secondary data. Good case to let students analyse open innovation initiatives, which failed.||/var/www/oi-net/www/media/breezingforms/uploads/Big_Open_Innovation_Failures_PRESENTATION.pdf||descriptive|| ||coupled||why_organisation, what_practices, how_implemented, what_effects||manufacturing||failure||bachelor, master||Open Innovation Failures, Lego, Heartbleed, Procter and Gamble, Success Factors|| || || |
|503||Ambidextrous Competences for Open Innovation||This paper describes a conceptual approach to individual and organizational competencies needed for Open Innovation (OI) using a new ambidexterity 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 consideration that in practice especially for early phases of the innovation process the organization and their innovation actors are opening up for new ways of joint ideation, collaboration etc. to gain a maximum of explorative performance and effectiveness. Though, when it comes to committing considerable resources to development and implementation activities, the innovation process usually closes step by step as efficiency criteria gain ground for a maximum of knowledge exploitation. The ambidexterity model of competences for OI refers to these tensions and provides a new framework to understand the needs of industry and Higher Education Institutes (HEI) to develop appropriate exploration and exploitation competencies for OI.||Conceptual framework for organizational and individual competences needed for Open Innovation.||/var/www/oi-net/www/media/breezingforms/uploads/Ambidextrous_Competences_for_OI_Hafkesbrink_Schroll.pdf||descriptive|| ||coupled||why_organisation, what_practices, how_implemented, what_effects||services||neutral||master, phd||Open Innovation; Exploration; Exploitation; Ambidexterity; Organizational Antecedents; Individual Competencies; Organizational Competencies||86||Joachim Hafkesbrinkfirstname.lastname@example.org|