External Knowledge in Organisational Innovation - Toward an Integration Concept
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Presentation on #ECIS2013 in Utrecht on June 6, 2013.

Presentation on #ECIS2013 in Utrecht on June 6, 2013.

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External Knowledge in Organisational Innovation - Toward an Integration Concept Presentation Transcript

  • 1. Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. SchoopExternal Knowledge inOrganisational InnovationPaul Kruse (paul.kruse@tu-dresden.de)Toward an Integration Concept
  • 2. Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. SchoopAgendaUtrecht, 06.06.13 External Knowledge in Organisational Innovation | ECIS 2013Paul KruseSlide 2- Motivation- Background- Methodology- Results- Discussion- Summary and Outlook
  • 3. Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. SchoopMotivationUtrecht, 06.06.13 External Knowledge in Organisational Innovation | ECIS 2013Paul KruseSlide 3Motivation- companies are increasingly tapping external knowledge forinnovation purposes- Open Innovation as a paradigm shift toward an active integration ofexternal knowledge (Chesbrough, 2003)Prior research has…- identified various types of external knowledge (Kruse, 2012, Kang &Kang 2009) and their specific influence on innovation (Kruse &Geißler, 2012),- highlighted difficulties with integrating such knowledge (Fichter,2009), and- emphasised increasing opportunities for integrating externalknowledge following the emergence of Web 2.0 (Belkahla & Triki,2011)Challenges remain…- the multitude of integration approaches (Gassman & Enkel, 2006)and- the allocation of those approaches within the stages of the process ofinnovation- My focus: customer knowledge
  • 4. Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. SchoopBackgroundInnovation•“Implementation ofnovel technical,commercial,organizational, orsocial solutions in abusinessenvironment.”(Pleschak & Sabisch,1996)OpenInnovation•Companies “useexternal ideas aswell as internalideas, and internaland external pathsto market, [in order]to advance theirtechnology”.(Chesbrough, 2003)Innovationmanagement•“Leadership andManagement [...] ofthe whole process ofinnovation”(Disselkamp, 2005)Utrecht, 06.06.13 External Knowledge in Organisational Innovation | ECIS 2013Paul KruseSlide 4
  • 5. Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. SchoopInnovation processesUtrecht, 06.06.13 External Knowledge in Organisational Innovation | ECIS 2013Paul KruseSlide 5Customers contribute to theconcept, design, testing orvalidation of new products andservices (Gruner & Homburg2000)Lead users provide moreaccurate data on future needsof customers (von Hippel1986)- Companies benefit fromintegrating external sources inthe innovation process(Chesbrough 2003)- IT allows broader integrationof external sources ofinnovation (Gassmann 2006)- OI positively influencescreation of products andservices (Enkel et al. 2005)BackgroundOpen Innovationideagenerationresearchanddevelopmentprototypingmanufac-turingmarketing,salesdiffusion(cf. Xu et al. 2010, p. 581)
  • 6. Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. SchoopMethodologyUtrecht, 06.06.13 External Knowledge in Organisational Innovation | ECIS 2013Paul KruseSlide 6Approach- Literature review (Webster & Watson 2002)Planning- How do companies currently integrate customerknowledge through OI projects?- How can best practices for integration concepts andstrategies be systematised?
  • 7. Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. SchoopMethodologyUtrecht, 06.06.13 External Knowledge in Organisational Innovation | ECIS 2013Paul KruseSlide 7Databasestring“openinnovation”“openinnovation”AND “bestpractice”“openinnovation”and title:case“openinnovationproject”ACM Digital Library 212 7 0 4Emeral Group 476 59 0 3ScienceDirect 941 6 52 13Wiley Online Library 757 154 18 11sum 2386 226 70 31Search strategy- Population- Resources- Inclusion/exclusion criteria• papers written in English language• describe at least one OI case example or OI project(RQ1)• provide a systematisation/classification for approaches(RQ2)
  • 8. Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. SchoopResultsUtrecht, 06.06.13 External Knowledge in Organisational Innovation | ECIS 2013Paul KruseSlide 8Example: research & developmentConclusions- purpose: customers are invited to participate in theconceptual design of new products- output: sketches, designs, conceptsCompany Year Name Description SourcePeugeot 2000 Peugeot ConcoursDesignDesign competition for cars Wei & Wei (2011)Swarovski 2002 Crystal Tattoo Design Design competition forjewelleryFüller (2006)Audi 2006 Virtual Lab Design community for aninfotainment systemFüller, Bartl, Ernst, &Mühlbacher (2006)Swarovski 2008 Enlightened Design competition forjewelleryFüller, Hutter, &Faullant (2011)Spar 2009 Spar Bag-DesignContestDesign contest for shoppingbagsBullinger et al. (2010)
  • 9. Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. SchoopBest practicesUtrecht, 06.06.13 External Knowledge in Organisational Innovation | ECIS 2013Paul KruseSlide 9• objective-centred• marketing-focused• hybridResultsBasic strategiesideagenerationresearchanddevelopmentprototypingmanufac-turingmarketing,salesdiffusion• idea contests• ideation• …• R&D challenges• problemsolving• co-design• …• co-creation• co-testing• …• participatorymarketing• …21
  • 10. Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. SchoopResultsUtrecht, 06.06.13 External Knowledge in Organisational Innovation | ECIS 2013Paul KruseSlide 10(own representation based on Xu et al., 2010, Bullinger et al. 2010)
  • 11. Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. SchoopDiscussionUtrecht, 06.06.13 External Knowledge in Organisational Innovation | ECIS 2013Paul KruseSlide 11There is a multitude of best practices.- now: allocated within the process of innovationThere are different strategic approaches to OIprojects.- main focus: marketing- other perspectives: objective and hybrid- mostly pilot projects- not every approach covers the full path towardsinnovationThe results are just a starting point for an integrationconcept.
  • 12. Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. SchoopSummary & OutlookUtrecht, 06.06.13 External Knowledge in Organisational Innovation | ECIS 2013Paul KruseSlide 12- implications for practice- categories to distinguish between OI approaches andtheir targeted outcome- best practice collection for blue print development- differentiation of strategic facets- (opportunities through social software)- implications for research- starting point for quantitative research- integration of other sources of external knowledge (?)- future research:• measure degree of innovation• measure impact on innovativeness & competitiveness
  • 13. Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. SchoopThank you foryourattention.Questions?DiscussionPaul KruseChair of Business and InformationSystems, esp. InformationManagementTechnische Universität DresdenFon: +49 351 463 33098Mail: paul.kruse@tu-dresden.detwitter: @hoellenpaul (for slides)Utrecht, 06.06.13 External Knowledge in Organisational Innovation | ECIS 2013Paul KruseSlide 13
  • 14. Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. SchoopSourcesUtrecht, 06.06.13 External Knowledge in Organisational Innovation | ECIS 2013Paul KruseSlide 14Belkahla, W. and Triki, A. 2011. Customer knowledge enabled innovation capability: proposing a measurement scale. Journal ofKnowledge Management. 15, 4, 648–674.Bullinger, A.C., Neyer, A.-K., Rass, M. and Moeslein, K.M. 2010. Community-Based Innovation Contests: Where Competition MeetsCooperation. Creativity and Innovation Management. 19, 3, 290–303.Chesbrough, H.W. 2003. Open innovation: the new imperative for creating and profiting from technology, Harvard Business Press, Boston.Disselkamp, M. 2005. Innovationsmanagement: Instrumente und Methoden zur Umsetzung im Unternehmen, Gabler Verlag, Wiesbaden.Fichter, K. 2009. Innovation communities: the role of networks of promotors in Open Innovation. R&D Management. 39, 4, 357–371.Füller, J. 2006. Why consumers engage in virtual new product developments initiated by producers. Advances in Consumer Research. 33,1, 639–646.Füller, J., Bartl, M., Ernst, H. and Mühlbacher, H. 2006. Community based innovation: How to integrate members of virtual communitiesinto new product development. Electronic Commerce Research. 6, 1, 57–73.Füller, J., Hutter, K. and Faullant, R. 2011. Why co-creation experience matters? Creative experience and its impact on the quantity andquality of creative contributions. R&D Management. 41, 3, 259–273.Gassmann, O. and Enkel, E. 2004. Towards a theory of open innovation: three core process archetypes. Proceedings of the R&DManagement Conference, 1–18.Gruner, K.E. and Homburg, C. 2000. Does Customer Interaction Enhance New Product Success? Journal of Business Research. 49, 1, 1–14.Kang, K.H. and Kang, J. 2009. How Do Firms Source External Knowledge for Innovation? Analyzing Effects of Different KnowledgeSourcing Methods. International Journal of Innovation Management. 13, 1, 1–17.Kruse, P. 2012. Managing External Knowledge in Open Innovation Processes – A Systematic Review of Research. Proceedings of the 13thEuropean Conference on Knowledge Management, 592–601.Kruse, P. and Geißler, P. 2012. Benefiting from External Knowledge in Open Innovation Processes. International Journal of Knowledge andSystems Science. 4, 3, 16–27.Pleschak, F. and Sabisch, H. 1996. Innovationsmanagement, Schäffer-Poeschel, Stuttgart.von Hippel, E. 1986. Lead Users: A Source of Novel Product Concepts. Management Science. 32, 7, 791–805.Webster, J. and Watson, R.T. 2002. Analyzing the past to prepare for the future: Writing a literature review. MIS Quarterly. 26, 2, xiii–xxiii.Wei, W. and Wei, F. 2011. The Impact of Product Complexity and Heterogeneity on Online Open Innovation Practices. Journal of Systemand Management Sciences. 1, 2, 105–115.Xu, J., Houssin, R., Caillaud, E. and Gardoni, M. 2010. Macro process of knowledge management for continuous innovation. Journal ofKnowledge Management. 14, 4 (2010), 573–591.