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OI Management Strategy in SMEs
- 1. Sarantis Pispilis Open Innovation Management strategy: Analysis & impact in SMEs Part II 6/14/14
- 2. OI and SMEs
- 3. Small & Medium sized companies (SMEs) EU,2003
- 4. SMEs Structural advantages Size: Their smaller size makes smaller markets attractive to SMEs. Focus:Their focus lets them execute very effectively. Business specialization:SMEs can specialize in their business more deeply in narrow fields. Entrepreneurial persons:SMEs attract more entrepreneurial R&D employees. Speed:Smaller firms take decisions faster and implement them more rapidly. Chesbrough, 2011
- 5. Challenges for SMEs Lower sensing/detecting capability Lack the ability to absorb external ideas and technologies into valuable products, even when there are initially identified and transferred. Unattractive as partners to others Deficiencies in Value capture (IP) Gassmann, Chesbrough, Vanhaverbeke
- 6. Motives for OI in SMEs Category Description Control Increased control over activities, better organization of complex processes Focus Fit with core competencies, clear focus of firm activities Renewal Improved product development, process-/ market- innovation, integration of new technologies Knowledge Gain knowledge, bring expertise to the firm Costs Cost management, profitability, efficiency Capacity Cannot do it alone, counterbalance lack of capacity Markets Keep up with current market developments, customers, increase growth and/or market share Utilization* Optimal use of talents, qualities, and ideas of current employees Policy Organization principles, management conviction that involvement of employees is desirable Motivation Involvement of employees in the innovation process increases their motivation and commitment 6/21/14 Van de Vrande et. al, 2009
- 7. Barriers for OI in SMEs 6/21/14 Van de Vrande et. al, 2009 Category Description Administration Bureaucracy, administrative burdens, conflicting rules Finance Obtaining financial resources Knowledge Lack of technological knowledge, lack of competent personnel, lack of legal/administrative knowledge Marketing Insufficient market intelligence, market affinity, marketing problems with new products Organization/culture Balancing innovation and daily tasks, communication problems, aligning partners, organization of innovation Resources Costs of innovation, time needed Property rights Ownership of developed innovations, user rights when different parties cooperate Quality of partners* Partner does not meet expectations, deadlines are not met User acceptance Adoption problems, customer requirements misjudged Customer demand Customer demand too specific, innovation appears not to fit the market Competent employes Employees lack knowledge/competences, not enough labor flexibility Commitment Lack of employee commitment, resistance to change Idea management Employees have too many ideas, no management support
- 8. OI model for SMEs Lee et. al, 2010
- 9. Collaboration models for OI with SMEs Lee et. al, 2010