Open and Closed Innovation [electronic resource] : Different Cultures for Different Strategies /
Herzog, Philipp.author.
Many firms have shifted from a Closed Innovation to an Open Innovation strategy. During such change, firms often focus on implementing new processes to identify and use external technologies and new markets. Adapting the innovation culture, however, is neglected and results in a nonsatisfying implementation success. Philipp Herzog develops a theoretical framework focusing on differences between Closed and Open Innovation cultures (e.g. NIH syndrome). Based on a multi-respondent survey among R&D employees in the chemical industry, he provides empirical evidence for many of the hypothesized differences in innovation culture. The 2nd revised edition has been completely reviewed and updated.
Description based upon print version of record.
Foreword to the 1st edition; Preface to the 2nd edition; Preface to the 1st edition; Table of contents; Figures; Tables; Acronyms; 1 Introduction; 1.1 Research problem; 1.2 Research questions and objective; 1.3 Outline of the thesis; 2 Innovation and the Open Innovation concept; 2.1 Definitions and dimensions of innovation; 2.1.1 Innovation; 2.1.2 Innovation process; 2.1.3 Innovation strategy; 2.1.4 Technological and market dimension of innovation; 2.2 Closed and Open Innovation - definitions and underlying rationales; 2.2.1 Closed Innovation; 2.2.2 Open Innovation
2.2.3 Reasons to follow an Open Innovation approach2.3 Two aspects of Open Innovation - technology sourcing and technology commercialization; 2.3.1 Technology sourcing; 2.3.2 Technology commercialization; 2.4 Organizational implementation of the Open Innovation concept; 2.4.1 Ambidextrous organization and Open Innovation for solving the radical-incremental innovation dilemma; 2.4.2 The example of Evonik's Creavis Technologies & Innovation; 3 Innovation culture; 3.1 Corporate culture; 3.1.1 Definition of corporate culture and overview of different research paradigms
3.1.2 Measuring corporate culture3.1.3 Typologies of corporate culture; 3.2 Innovation culture; 3.2.1 Research streams related to innovation culture; 3.2.2 Selected empirical studies on innovation culture and synopsis of major findings; 3.3 Summary of the literature on Open Innovation and innovation culture; 4 Conceptual framework and hypotheses; 4.1 Resource-based approach to Open Innovation; 4.1.1 Resource-based view and relevance of core competencies for Open Innovation; 4.1.2 Resource-based view and the role of asymmetries for Open Innovation
4.1.3 Resource-based view and innovation culture for Open Innovation4.2 Hypotheses development; 4.2.1 Personal characteristics of employees; 4.2.2 Motivation of employees; 4.2.3 Attitudes towards external technology sourcing and external technology commercialization; 4.2.4 Technological opportunism; 4.2.5 Organizational risk taking; 4.2.6 Freedom to express doubts; 4.2.7 Management support; 4.3 Synthesis and implications; 5 Analysis and results; 5.1 Research setting - the chemical industry 5.1.1 Overview of the chemical industry
5.1.2 General product classification - commodities and specialty chemicals5.1.3 Innovation beyond molecules - Open Innovation in the chemical industry; 5.2 Sample, data collection, and operationalization of measures; 5.2.1 Sample and data collection; 5.2.2 Principles of scale construction; 5.2.3 Selection of variables; 5.2.4 Reliability and validity of measures; 5.2.5 Results of construct operationalization; 5.3 Results of analysis; 5.3.1 Method; 5.3.2 Test of assumptions for AN(C)OVA; 5.3.3 Hypotheses testing; 6 Discussion of findings and implications for theory and practice
6.1 Discussion of findings and theoretical implications 6.1.1 Personal characteristics of employees
Includes bibliographical references.
Many firms have shifted from a Closed Innovation to an Open Innovation strategy. During such change, firms often focus on implementing new processes to identify and use external technologies and new markets. Adapting the innovation culture, however, is neglected and results in a nonsatisfying implementation success. Philipp Herzog develops a theoretical framework focusing on differences between Closed and Open Innovation cultures (e.g. NIH syndrome). Based on a multi-respondent survey among R&D employees in the chemical industry, he provides empirical evidence for many of the hypothesized differences in innovation culture. The 2nd revised edition has been completely reviewed and updated.
Management.
Industrial management.
Innovation/Technology Management.
Management.