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Managing External Knowledge in Open Innovation Processes – A Systematic Review of Literature
1. Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. Schoop
Managing External Knowledge in Open
Innovation Processes – A Systematic
Review of Literature
Paul Kruse (paul.kruse@tu-dresden.de)
Peter Geißler (peter.geissler@communardo.de)
Dresden University of Technology, Dresden, Germany
KRC – Knowledge Research Center e.V.
2. Agenda
Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. Schoop
Motivation
Conceptual Base
Approach
Results
Conclusion & Outlook
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3. Motivation
Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. Schoop
Novelty of Open Innovation
e.g., research on ―user innovation‖ (von Hippel, 1986),
―collective invention‖ (Allen, 1983) or ―interactive value
creation‖ (Reichwald & Piller, 2006)
emergence of social media/software
lack of research on convergence of KM and OI
Potentials and challenges
EK equally important as internal (Chesbrough, 2006b)
various influencing factors (Chen et al., 2011)
focus on internal knowledge not enough (Powell et al., 1996)
fluctuant transfer effort requires precise selection
focus on well-balanced mixture of sources (Laursen & Salter,
2006)
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4. Motivation
Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. Schoop
Aim
Overview on state-of-the-art
Systematization of findings
Identification of research gaps
Clarification of role and complexity of EK for innovation
Research questions
1. What kind of external knowledge influences the process
of innovation in an Open Innovation context?
2. How does external knowledge influence corporate
innovativeness?
3. What challenges can be derived from 1 and 2?
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5. Conceptual Base – Knowledge
Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. Schoop
•―Entirety of skills •Process ―through •―Integrated
Knowledge
Knowledge transfer
Knowledge Management
and capabilities which one unit is intervention concept
which individuals affected by the for managing the
utilize to solve experience of organizational
problems‖ another‖ knowledge base‖
(Probst et al., 2010, S. 24) (Argote et al., 2000, S. 3) (Probst et al., 2010, S. 24)
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6. Conceptual Base – Innovation
Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. Schoop
•―Implementation of •Companies ―use •―Leadership and
Innovation Management
Innovation
Open Innovation
novel technical, external ideas as Management [...] of
commercial, well as internal the whole process of
organizational, or ideas, and internal innovation‖
social solutions in a and external paths
business to market, [in order] (Disselkamp, 2005)
environment.‖ to advance their
technology‖.
(Pleschak & Sabisch,
1996) (Chesbrough, 2003)
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7. Research approach
Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. Schoop
Literatur Review (Webster & Watson, 2002; vom Brocke et al., 2009)
Scientific databases & search engines (ca. 200 papers
from pertinent scientific journals (cf. Harzing, 2011))
Structuring content analysis (Mayring, 2008)
Step 1 Step 3 Step 7
Identification of Definition of Revision of
analysis material category system categories
Step 2 Step 4 Step 5/6 Step 8
Definition of Screening and
Definition of Preparation of
structuring extraction
coding approach results
dimensions of fragments
Coding
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8. Research approach
Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. Schoop
Step 1: Identification of analysis material
search queries on several data bases and narrowing down results
Step 2: Definition of structuring dimensions
sources of EK as well as influences through EK
Step 3: Definition of category system
introduction of concepts/categories and their relation
Step 4: Definition of coding approach
provide definitions, examples and coding rules
Step 5/6: Screening of material and extraction of fragments
step-wise approach partially based on Grounded Theory
Step 7: Revision of categories
final adjustment of categories
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9. Results – RQ1
Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. Schoop
Sources of external knowledge
customers
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10. Results – RQ1
Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. Schoop
Sources of external knowledge 1/2
Category Sub category Example
institutions academic universities, colleges, public research
institutions, laboratories
non-academic commercial/private research institutions
governmental governements, governmental institutions,
legislation, chambers of commerce
networks/ R&D external research networks/alliances,
alliances research projects, innovation networks,
consortia
science expert networks, science parks,
university alliances
industry cooperation agreements, technology
parks, company networks, industry
cluster/-consortia
other communities, partnerships, joint
ventures, strategic alliances, networks
customers user/ (future) consumer, lead user, user
consumer innovators, iser communities
customer buyer, (potential) customer, reference
customers, focus groups, customer
companies
competitors competitors, competing products/services
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11. Results – RQ1
Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. Schoop
Sources of external knowledge 2/2
Category Sub category Example
business supplier suppliers of machinery/material, IT-
partners /suppliers, vendors
innovators innovation partners, intermediary
companies within value technology intermediary, specialized
chain SMEs, service providers, research firms
other companies consultancies, non-customers, non-
suppliers, start-ups, venture capitalists
employees scientific researcher, alumni, PhD students
business external specialists, employees of other
companies, personnel exchange,
knowledge brokers
media patents/licences patents, license agreements, patent
databases
standards/ security standards, technical standards,
regulations health regulations
mass media Internet, magazines, journals, TV,
databases, scientific publications, seach
engines
events fairs, trade shows, conferences, idea
competitions, workshops, trainings
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12. Process of innovation
Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. Schoop
Advocacy and
Experimentation
Screening
Generation and
Mobilization
Diffusion and
Commercialization
Implementation
(DeSouza et al., 2005)
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13. Results – RQ2
Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. Schoop
Positive influences through external knowledge
Category Example Category Example
Generation Compensate low R&D resources Diffusion Deregulate loss/outlet of knowledge
& Increase number of ideas and & Increase number of new products
Mobilizatiodegree of novelty Implemen Increase number of new processes
n Skimming of spillover from -tation
Increase number of patents
external knowledge bearers Avoid redundancies
Increase innovativeness
Enhance organizational knowledge
Generate new knowledge
base
Advocacy Facilitate radical innovation
Incorporate new
& Support technological innovation
abilities/capabilities
Screening Allow selection of complex
Enhance existing skills
innovation
Experi- Shorten time to develop Cross- Depend on previous
mentation Increase/Improve innovation process knowledge/R&D
quality Complement internal
Enable new combinations (e.g., of knowledge/R&D
EK and technology) Integration develops into core
Commercia Decrease risk and insecurity competency
-lization Increase mutual benefit in Increase competitiveness
collaborative agreements Increase flexibility and visibility
Increase probability of successful Increase financial savings
realization Shorten innovation process
Increase Return on R&D Facilitate acquisition/transfer of EK
Investment
Decentralize innovation processes
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to market
External 13
Reduce complexity of internal R&D
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Improve internal R&D
14. Results – RQ2
Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. Schoop
Negative influences through external knowledge
Category Example Category Example
Generation Cannot guarantee uniqueness of Cross- Cannot replace internal R&D
& EK process Cannot secure correctness of EK
Mobilizatio Increases dependency on Cause internal knowledge to seep out
n external knowledge bearers Require cultural changes
Cannot automatically increase
Require organizational changes
innovativeness
Advocacy Cause nonobservance of Lead to immoderate openness
& opportunities Cannot complement internal R&D
Screening Leads to miss of chances Cause lock-in effect
Experi- none Reduces internal R&D
mentation Cause ―over-search‖ by exorbitant
Commercia Increase risk and insecurity number of sources
-lization Cannot automatically increase Increase complexity if sources are
business value widespread
Cause IPR problems Equals internal body of knowledge
Increase cost for search,
Differs from internal body of
acquisition, integration of EK
knowledge
Cannot exclusively belong to
Increase complexity of relationships
organization
Diffusion & Cause conflict between sharing Slowed down by low number of
Implemen- and protection sources
tation Impede exchange by over- Cause Inertia
protection Not-invented-here syndrome / buy-in
Pollute internal body of Relate-out / all-stored-here
Cartagena,
07.09.12 knowledge Knowledge in Open Innovation | ECKM 2012 | Paul Kruse here / sell-out 14
External
Only-used
15. Conclusion
Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. Schoop
1. What kind of external knowledge influences the process
of innovation in an Open Innovation context?
2. What impact has external knowledge on corporate
innovativeness?
3. What challenges can be derived from 1 and 2?
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16. Conclusion
Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. Schoop
Application
Better understanding of external knowledge and its role
for innovation
Facilitate selection of proper source/type of knowledge
Basis for further recommendations (in progress...)
...
Further research
Mapping of possible integration concepts and categories
Performance measurement of knowledge transfer in OI
Legal gray area (?)
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17. Discussion
Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. Schoop
Thank you for
your
attention. Paul Kruse
Chair of Business and Information
Systems, esp. Information
Management
Technische Universität Dresden
Questions? Fon: +49 351 463 33098
Mail: paul.kruse@tu-dresden.de
twitter: @hoellenpaul (for slides)
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18. References
Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. Schoop
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