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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.
Agenda
Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. Schoop




 Motivation
 Conceptual Base
 Approach
 Results
 Conclusion & Outlook




Cartagena,             External Knowledge in Open Innovation | ECKM 2012 | Paul Kruse                         2
07.09.12
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)


Cartagena,             External Knowledge in Open Innovation | ECKM 2012 | Paul Kruse                         3
07.09.12
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?



Cartagena,             External Knowledge in Open Innovation | ECKM 2012 | Paul Kruse                         4
07.09.12
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)




              Cartagena,             External Knowledge in Open Innovation | ECKM 2012 | Paul Kruse                                               5
              07.09.12
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)




               Cartagena,             External Knowledge in Open Innovation | ECKM 2012 | Paul Kruse                                        6
               07.09.12
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




Cartagena,               External Knowledge in Open Innovation | ECKM 2012 | Paul Kruse                       7
07.09.12
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

Cartagena,             External Knowledge in Open Innovation | ECKM 2012 | Paul Kruse                         8
07.09.12
Results – RQ1
Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. Schoop



 Sources of external knowledge




                                                               customers




Cartagena,             External Knowledge in Open Innovation | ECKM 2012 | Paul Kruse                         9
07.09.12
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




Cartagena,              External Knowledge in Open Innovation | ECKM 2012 | Paul Kruse                        10
07.09.12
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




Cartagena,             External Knowledge in Open Innovation | ECKM 2012 | Paul Kruse                         11
07.09.12
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)




  Cartagena,             External Knowledge in Open Innovation | ECKM 2012 | Paul Kruse                          12
  07.09.12
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
Cartagena, Shorten time Knowledge in Open Innovation | ECKM 2012 | Paul Kruse
                           to market
                  External                                                                     13
                                                                Reduce complexity of internal R&D
07.09.12
                                                                Improve internal R&D
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
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?




Cartagena,             External Knowledge in Open Innovation | ECKM 2012 | Paul Kruse                         15
07.09.12
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 (?)




Cartagena,             External Knowledge in Open Innovation | ECKM 2012 | Paul Kruse                         16
07.09.12
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)

 Cartagena,             External Knowledge in Open Innovation | ECKM 2012 | Paul Kruse                         17
 07.09.12
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          Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. Schoop

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          Cartagena,               External Knowledge in Open Innovation | ECKM 2012 | Paul Kruse                                  18
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             Cartagena, 07.09.12             External Knowledge in Open Innovation | ECKM 2012 | Paul Kruse                                19
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          Cartagena,               External Knowledge in Open Innovation | ECKM 2012 | Paul Kruse                                  20
          07.09.12

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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 Cartagena, External Knowledge in Open Innovation | ECKM 2012 | Paul Kruse 2 07.09.12
  • 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) Cartagena, External Knowledge in Open Innovation | ECKM 2012 | Paul Kruse 3 07.09.12
  • 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? Cartagena, External Knowledge in Open Innovation | ECKM 2012 | Paul Kruse 4 07.09.12
  • 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) Cartagena, External Knowledge in Open Innovation | ECKM 2012 | Paul Kruse 5 07.09.12
  • 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) Cartagena, External Knowledge in Open Innovation | ECKM 2012 | Paul Kruse 6 07.09.12
  • 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 Cartagena, External Knowledge in Open Innovation | ECKM 2012 | Paul Kruse 7 07.09.12
  • 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 Cartagena, External Knowledge in Open Innovation | ECKM 2012 | Paul Kruse 8 07.09.12
  • 9. Results – RQ1 Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. Schoop  Sources of external knowledge customers Cartagena, External Knowledge in Open Innovation | ECKM 2012 | Paul Kruse 9 07.09.12
  • 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 Cartagena, External Knowledge in Open Innovation | ECKM 2012 | Paul Kruse 10 07.09.12
  • 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 Cartagena, External Knowledge in Open Innovation | ECKM 2012 | Paul Kruse 11 07.09.12
  • 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) Cartagena, External Knowledge in Open Innovation | ECKM 2012 | Paul Kruse 12 07.09.12
  • 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 Cartagena, Shorten time Knowledge in Open Innovation | ECKM 2012 | Paul Kruse to market External 13 Reduce complexity of internal R&D 07.09.12 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? Cartagena, External Knowledge in Open Innovation | ECKM 2012 | Paul Kruse 15 07.09.12
  • 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 (?) Cartagena, External Knowledge in Open Innovation | ECKM 2012 | Paul Kruse 16 07.09.12
  • 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) Cartagena, External Knowledge in Open Innovation | ECKM 2012 | Paul Kruse 17 07.09.12
  • 18. References Faculty of Business | Chair of Business and Information Systems, esp. Information Management | Prof. Schoop Allen, R. C. (1983). Collective invention. Journal of Economic Behavior & Organization, 4(1), 1–24. Elsevier. Argote, L., Ingram, P., Levine, J. M., & Moreland, R. L. (2000). Knowledge Transfer in Organizations: Learning from the Experience of Others. Organizational Behavior and Human Decision Processes, 82(1), 1-8. Barge-Gil, A. (2010). Cooperation-based innovators and peripheral cooperators: An empirical analysis of their characteristics and behavior. Technovation, 30(3), 195-206. Belkahla, W., & Triki, A. (2011). Customer knowledge enabled innovation capability: proposing a measurement scale. Journal of Knowledge Management, 15(4), 648-674. Bercovitz, J. E. L., & Feldman, M. P. (2007). Fishing upstream: Firm innovation strategy and university research alliances. Research Policy, 36(7), 930-948. Bergman, J., Jantunen, A., & Saksa, J.-M. (2009). Enabling Open Innovation Process Through Interactive Methods: Scenarios and Group Decision Support Systems. International Journal of Innovation Management, 13(01), 139-156. Bogers, M. (2011). The open innovation paradox: knowledge sharing and protection in R&D collaborations. European Journal of Innovation Management, 14(1), 93-117. Cassiman, B., Di Guardo, M. C., & Valentini, G. (2009). Organising R&D Projects to Profit From Innovation: Insights From Co-opetition. Long Range Planning, 42(2), 216-233. Elsevier Ltd. Cepeda-Carrion, G., Cegarra-Navarro, J. G., & Jimenez-Jimenez, D. (2010). The Effect of Absorptive Capacity on Innovativeness: Context and Information Systems Capability as Catalysts. British Journal of Management, no-no. Chen, J., Chen, Y., & Vanhaverbeke, W. (2011). The influence of scope, depth, and orientation of external technology sources on the innovative performance of Chinese firms. Technovation, 31(8), 362-373. Elsevier. Chesbrough, H.W. (2003). Open Innovation: The new imperative for creating and profiting from technology. Boston: Harvard Business School Press, p. xxiv Chesbrough, H. W. (2006). Open innovation: the new imperative for creating and profiting from technology (p. 227). Boston: Harvard Business Press. Chesbrough, H. W., & Crowther, A. K. (2006). Beyond high tech: early adopters of open innovation in other industries. R&D Management, 36(3), 229-236. Dahlander, L., & Magnusson, M. (2008). How do Firms Make Use of Open Source Communities? Long Range Planning, 41(6), 629-649. Elsevier Ltd. de Faria, P., Lima, F., & Santos, R. (2010). Cooperation in innovation activities: The importance of partners. Research Policy, 39(8), 1082-1092. Elsevier B.V. Disselkamp, M. (2005). Innovationsmanagement: Instrumente und Methoden zur Umsetzung im Unternehmen (p. 204). Wiesbaden: Gabler Verlag. Enkel, E., Kausch, C., & Gassmann, O. (2005). Managing the risk of customer integration. European Management Journal, 23(2), 203–213. Elsevier. Enkel, E., Perez-Freije, J., & Gassmann, O. (2005). Minimizing Market Risks Through Customer Integration in New Product Development: Learning from Bad Practice. Creativity and Innovation Management, 14(4), 425-437. Cartagena, External Knowledge in Open Innovation | ECKM 2012 | Paul Kruse 18 07.09.12
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