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Index
Part 1 Motivations
Open Innovation in Use Today: Theoretical Underpinnings and Lessons Learnt from Related Research Fields
1. Open Source Software as Open Innovation: Experiences from the Medical Domain
1.1 Introduction
1.2 Open Source Software as an Exemplar of Open Innovation
1.3 Software Commodification and Its Implications for Software Development
1.4 Open Source Software Development in the Medical Domain
1.5 Discussion and Conclusions
2. “It’s the Conversation, Stupid!”
2.1 Introduction
2.2 Enabling Open Innovation Conversations: A Social Media Systems Design Perspective
2.2.1 Towards Social Media Systems Design
2.2.2 Analysing Conversation Practices and Purposes
2.3 Scenario: Open Innovation in Societal Stakeholder Networks
2.4 Practical Design Recommendations and Implications for Research
2.5 Conclusions
3. Organisational Participation in Open Innovation Communities
3.1 Introduction
3.2 Open Innovation Communities
3.3 Research Approach
3.4 Why Organisations Participate in Open Innovation Communities
3.4.1 Leveraged Development and Support
3.4.2 Economics
3.4.3 Flexibility
3.5 How Organisations Participate in Open Innovation Communities
3.5.1 Contributions and Differentiation
3.5.2 High Contributor/Low Differentiator
3.5.3 High Contributor/High Differentiator
3.5.4 Low Contributor/Low Differentiator
3.5.5 Low Contributor/High Differentiator
3.5.6 Compliance
3.6 Discussion
4. Open Innovation Technologies and Exploitative and Explorative Learning
4.1 Introduction
4.2 Theoretical Framework
4.3 Method and Material
4.3.1 Data Generation
4.3.2 Mode of Analysis
4.4 Results
4.4.1 Why Do the Organisations Use Kundo?
4.4.2 Exploitative Learning
4.5 Discussion
4.5.1 Practical Advice
5. Open Innovation in Inter-Organisational Networks in the IT Industry
5.1 Introduction
5.2 Theoretical Background
5.2.1 Open Innovation
5.2.2 Standard Software Customisation
5.2.3 Inter-Organisational Networks
5.3 Research Approach
5.4 The Case
5.4.1 Freelance Work at Omega
5.4.2 Launch of Alpha
5.4.3 Partnership with Zeta: New Contacts
5.4.4 From Consultancy to Product Development
5.4.5 Organisational Growth
5.4.6 Outsourcing to Asia
5.4.7 Merger with Omega
5.5 Case Analysis and Discussion
5.6 Conclusions and Practical Advice
Part 2 Best Practices
Analysis of the Use of Open Innovation in Organisations Today in Order to Extract Best Practices
6. Encouraging Open Community Innovation: Outils-Réseaux’s Modular Approach
6.1 Introduction
6.2 Outils-Réseaux: Activities and Approach
6.3 Three “Success Stories”
6.3.1 Focus on Simplicity: Observing the Cricket Saga
6.3.2 Small Irreversible Experiences of Cooperation: “Where Have All the Garrigues Gone?”
6.3.3 Modularity: Networking Local Pockets of Innovation
6.4 Cross-Case Analysis
6.5 Implications for Research: From Modularity to Open Community Innovation
7. Open Source Technology in Intra-Organisational Software Development—Private Markets or Local Libraries
7.1 Introduction
7.2 OSS Technologies in Commercial Organisations
7.3 Conceptual Framework
7.3.1 Institutional Theory
7.3.2 Entrepreneurial Institutionalism
7.4 Research Approach
7.5 Cases
7.5.1 Philips Inner Source
7.5.2 Nokia iSource
7.6 Analysis, Findings and Discussion
7.6.1 The Meaning of the Term “OSS” Is Re-negotiated Locally
7.6.2 The Market Versus Library Metaphors
7.7 Conclusions
8. Open Innovation in Practice: The Development of the IT Capability Maturity Framework
8.1 Introduction
8.2 The Evolution of Open Innovation: Changing Innovation Paradigms
8.3 Open Innovation and the IT-CMF
8.4 Open Innovation and IT Innovation
8.5 The Focus of the Problem: Realising the Value of IT Investments
8.6 The IT Capability Maturity Framework
8.7 The Application of the IT-CMF in Intel Corp
8.8 Summary and Conclusions
9. Voluntary Contributors in Open Innovation Processes
9.1 Introduction
9.2 Users, Communities and Voluntary Contributors
9.3 Methodology: Data Collection
9.4 Characteristics of Voluntary Contributors
9.4.1 Community Use Characteristics
9.4.2 Technology Adoption Types
9.4.3 The Voluntary Contributors’ Internet and Social Media Use
9.4.4 Voluntary Contributors and Their Motivation
9.4.5 Experienced Influence of Contributing
9.5 Discussion and Managerial Implications
10. Creating Value Through Open Innovation in Social E-Learning
10.1 A New Learning Landscape
10.2 Chapter Disposition
10.3 Open Innovation and Sustainable Value
10.3.1 New Ways to View Learning
10.3.2 New Ways of Networking
10.3.3 New Behavioural Processes
10.3.4 Changing and Facilitating Corporate Workflows
10.4 Starting the Value Creation Process
10.4.1 The Acceptance Process
10.4.2 The Enhanced Acceptance Process
10.4.3 Designing the System
10.4.4 Gaining Insights for Strategy Formation
10.5 Some Final Practical Advice
Part 3 Moving Forward
The Future Use of Open Innovation in Theory and Practice
11. Overcoming Industrial Inertia by Use of Open Innovation Technologies
11.1 Introduction
11.2 Construction Industry and Open Innovation
11.3 Overcoming Inertia and Entrepreneurial Institutionalism
11.4 Research Methodology
11.4.1 Legal Inertia
11.4.2 Political Inertia
11.4.3 Commercial Inertia
11.4.4 Artefact Inertia
11.4.5 Technological Inertia
11.4.6 Education Inertia
11.5 Conclusions and Discussion
12. Using Information Technology to Manage Diverse Knowledge Sources in Open Innovation Processes
12.1 Introduction
12.2 Relative Absorptive Capacity
12.3 How Information Technology Can Increase RAC in Open Innovation Processes
12.3.1 Compensating for Differences in the Knowledge Base
12.3.2 Compensating for Differences in Knowledge Processes and Norms
12.3.3 Compensating for Differences in Organisational Structures
12.3.4 Compensating for Differences in Dominant Logics
12.4 Supporting the Management of Diverse Knowledge Sources Through Information Technology
12.4.1 Two Examples of Knowledge Sources: Customers and Experts
12.4.2 An Application of the Framework to Customers and Experts as Knowledge Sources
Create Shared Resources to Diffuse Domain-Specific Knowledge
Create Shared Resources to Diffuse Complementary Knowledge
Accelerate Knowledge Transfer
Develop Standard Methods and Rules
Act as an Intermediary Organisational Structure for Innovation Transfer
Manage Relations with Knowledge Sources
Build a Company/Network Culture
12.5 Practical Advice
12.6 Implications for Research
13. Pico-Jobs as an Open Innovation Tool for Utilising Crowdsourcing
13.1 Introduction
13.2 Integrating Customers and Their Creative Potential
13.3 Pico-Jobs and Their Characteristics
13.4 Categories of Crowdsourcing
13.5 Crowdsourcing-Related Pico-Jobs in the Innovation Process
13.6 Using Market-Based Pico-Jobs in Practice at OSRAM
13.7 Practical Advice
13.8 Implications for Research
14. Open Strengths and Weaknesses of IT User Innovation: Evidence from Three Cases
14.1 Introduction
14.2 IT’s Role in User Innovation
14.3 Method
14.4 Empirical Material
14.4.1 Sony Ericsson
Idea Generation and Development
Design, Testing and Refinement
Commercialisation
14.4.2 Volvo IT
Idea Generation and Development
Design, Testing and Refinement
Commercialisation
14.4.3 M Svenska AB
Idea Generation and Development
Design, Testing and Refinement
Commercialisation
14.5 Discussions and Concluding Remarks
14.6 Implications and Further Research
15. Open Service Innovation in Health Care: What Can We Learn from Open Innovation Communities?
15.1 Introduction
15.2 Open Innovation in Health Care
15.3 Patient Innovation System
15.4 Rheumatologists’ Thoughts on Open Innovation
15.4.1 IP and R&D in Health Care
15.4.2 Drivers, Barriers and Necessary Prerequisites of Open Service Innovation in Health Care
15.4.3 What Would Happen If Open Service Innovation Was Implemented at Your Clinic Today?
15.5 Practical Advice
15.6 Implications for Research
16. How Open Is Open Innovation? Considering, Adapting and Adopting User Knowledge and Competence in the Solution Space
16.1 Introduction
16.2 Co-creation of Innovation
16.3 About the Study
16.4 The Development and Commercialisation of ICA Student
16.4.1 Content Generation
Kick-Off (Phase 1)
Pilot Launch (Phase 2)
Focus Groups and Survey (Phase 3)
Case Competition (Phase 4)
16.4.2 Commercialisation
A Creative Brief (Phase 5)
Three Commercialisation Concepts (Phase 6)
“Some Everyday Luxury” (Phase 7)
Presenting “A Slightly Better…” Concept (Phase 8)
16.5 Practical Advice
16.6 Implications for Research
16.6.1 The Openness of Open Innovation
Managing Open Innovation Technologies
Managing Open Innovation Technologies—Contemporary Best Practices
Precursors
Open Innovation and Open Innovation Technologies
Managing Open Innovation Technologies
Potential Issues and Challenges
Target Audience and the Objectives of the Book
Book Overview
References
The Future of Open Innovation Technologies and Its Management
Open Innovation Today
Practical Matters Matter
Researching Future Research
At the End of the Beginning
Postludium
List of Contributors
Editorial Board
Contributing Authors
Scientific Reviewers
Proof Readers and Typesetters
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