Session 108

Open Innovation: Antecedents and Performance Effects

Track I

Date: Tuesday, October 6, 2015

 

Time: 15:45 – 17:00

Paper

Room: Governor's Square 16


Session Chair:

  • Nina Geilinger, ETH Zurich

Title: Open Innovation Networks: Governance Mechanisms for Enhancing Innovation Generation

Authors

  • Thomas Clauss, Philipp University of Marburg
  • Patrick Spieth, University of Kassel

Abstract: Open innovation networks are complex systems of interlinked firms which often are neither successful nor do they provide equal profits to its members. While the existence of open innovation networks offers great opportunities, the practice of these networks involves some serious potential pitfalls and problems which an initiation of effective governance mechanisms. Based on survey-based data from 100 companies in the sensor technology industry we analyse three different types of governance mechanism in open innovation networks and its effect on joint innovation generation. We show that in open innovation networks with national scope relational governance mechanism are more likely to improve joint innovation generation. Open innovation networks with international scope indicate a higher relevance for transactional and institutional governance mechanisms to increase joint innovation generation.

Title: Open Innovation: Does it Enhance the Speed of Product Development?

Authors

  • Christian Wedl, ETH Zürich
  • Nina Geilinger, ETH Zurich

Abstract: With few notable exceptions, research on the impact of open innovation (OI) activities on product development speed has remained scarce providing different results. We address this issue by focusing on successful new drug development projects, and bridge the above-described gap by looking more closely at timing-related aspects of OI activities as determinants of development project success. This study reveals first insights into the impact of the collaboration timing between two partners on project performance, measured by development speed. As expected, we found some support for our hypothesis that early partnering in the research phase shortens development cycles.Moreover, we verify the result of Katila & Mang (2003) that the timing of collaboration does not occur accidently but depends on the elimination of uncertainty. Our study expands these findings by introducing a performance measure on project level.

Title: The Determintants of Strategic Choice over Openness: Scale-Based Competition, Slack REsources and Product Portfoli

Authors

  • Keld Laursen, Copenhagen Business School
  • Betsabé Perez Garrrido, University of Pannonia
  • Szabolcs Szilárd Sebrek, University of Pannonia

Abstract: This paper seeks to explore the drivers of the rate of openness in firms’ innovation processes. The study aims to underscore the role played by scale economies, the innovativeness of product portfolio, the existence of financial slack, and the rate of internal change in operations. We find that competitive pressure due to economies of scale and possession of financial slack encourage firms to pursue a more open innovation strategy, while a valuable product portfolio embedding superior technologies and the rate of commitment toward internal process changes make firms refrain from being open innovators. For our empirical analysis, we take data from the 2008 PITEC database, which is the Spanish correspondence of the Community Innovation Survey, and apply a sample of 2148 firms.

Title: Towards a Model of Collective Boundary Spanning Activities in Collaborative Innovation

Authors

  • Christian Thomas Gersdorf, ETH Zurich
  • Fang He, ETH Zurich

Abstract: As firms increasingly rely on collaborating with external partners to innovate, it is important to understand what drives innovation performance in collaboration projects. This paper brings together research on boundary spanning and collective actions to develop a theoretical model outlining how specific managerial actions – internal and external boundary spanning – are carried out by individuals in collaboration teams. Our model also explains how these actions contribute to different aspects of collaboration intensity, which in turn, facilitates team innovation outcomes. We test our model using qualitative interview and quantitative survey data from 160 collaboration projects of a major pharmaceutical company.

All Sessions in Track I...

Sun: 08:00 – 09:15
Session 276: K&I Sunday Panel: Big Data & Analytics in Strategy
Sun: 09:45 – 11:00
Session 277: K&I Foundations Session: A Conversation with Dan Levinthal
Sun: 11:15 – 12:30
Session 278: K&I Sunday Panel: Knowledge and Innovation in models of Business Models
Sun: 16:15 – 17:30
Session 104: Resource Allocation and Innovation
Session 261: Knowledge Creation and Sharing in Virtual Communities
Sun: 17:45 – 00:00
Session 317: Knowledge and Innovation Business Meeting
Mon: 08:00 – 09:15
Session 62: Multi-level perspectives on capability development
Session 105: Sourcing Strategies for Knowledge
Session 256: Innovation and the Strategy-Performance Relationship
Mon: 11:15 – 12:30
Session 203: Post Acquisition Learning
Session 204: Acquiring human capital: Process and outcomes
Mon: 13:45 – 15:00
Session 107: Evolving Industries, Evolving Products
Session 205: Knowledge Recombination and Interdependencies
Mon: 16:45 – 18:00
Session 100: Innovation Management in Networks, Ecosystems, and Innovation Hubs
Session 200: Strategic Leadership, Learning, and Exploration
Tue: 08:00 – 09:15
Session 136: Innovating and Learning in Collaborative Alliances
Session 255: Processes for Innovation and Ideation
Tue: 11:00 – 12:15
Session 101: Strategic Patenting
Session 137: Entrepreneurial Experience and Cognition: Implications for Venture Performance
Tue: 14:15 – 15:30
Session 198: Emerging Market Strategies
Session 206: Knowledge Replication, Transfer and Absorption
Tue: 15:45 – 17:00
Session 17: Human Capital and Entrepreneurship
Session 108: Open Innovation: Antecedents and Performance Effects
Session 262: Pioneering Knowledge
Tue: 17:30 – 18:45
Session 60: Blurring the Boundaries of Strategy Work
Session 202: Team Dynamics and Creativity
Session 271: Spinouts


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