1. OPEN INNOVATION Open innovation was defined by Henry Ches-broug, a professor at Harvard Business School, in 2003. He believes that in an open innovation model, companies should use internal and external strength to develop new products and to commercialize them (Chesbrough, 2005). Figure 1 shows the open innovation model. In the closed innovation model, the steps from new products developmen...

This paper examines the implications for research into the diffusion of innovations (DOI) arising from a growing body of literature in two related fields. The first area concerns the debate on the role of regional and national systems of innovation (NSI) in the innovation process. The second area deals with the argument that enterprises must move from a “closed innovation” to an “open innovatio...

Driving innovation and continuous improvement with regard to ecological, environmental and human sustainability is essential for win–win globalization. That calls for research on strategic and monitoring planning to manage globalization and technological and scientific change. This paper describes a new basic function of the university institution ‘to teach students to be critical about any kin...

Cultivating collective innovation while preserving the interest of the individual contributors is one of the main challenges collaborative innovation networks face. This challenge is riddled with difficulties in managing individuals’ co-innovation risks. The first step toward understanding co-innovation risks is the development of a valid and reliable model to measure the actors’ perception of ...

Innovation has become a recognized driver of economic prosperity of a country through sustained growth of its entrepreneurships. Moreover, recently coined term open innovation is increasingly taking a lead in enterprise management in terms of sustained profitability. Foci of researchers and practitioners are revolving around innovation methods, processes, and strategies. This chapter seeks to f...

Today’s product companies (original equipment manufacturers, or OEMs) increasingly outsource production, especially when the activities are asset intensive or require process technologies characterized by rapid innovation. When such an OEM also outsources the procurement of the required materials, especially to the party providing the production services, the OEM risks unpleasant surprises, suc...

In recent years the proliferation of a new technological evolution has aroused great interest from science and practice: social media. Subsuming different types of online applications where users can create, edit and share content, social media enables new forms of interaction with others. Organisations already recognise its relevance and start leveraging on it. Furthermore, organisations ident...

Organizations are beginning to experiment with the use of the “crowd” to complete tasks commonly performed by employees or designated agents. While “crowdsourcing” is growing, we know little about common uses of the crowd and the challenges such initiatives present. Findings from a grounded theory study reveal four common uses by established organizations: productivity, product/service innovati...

The market orientation has been found to be a major driver of innovation performance in service contexts. This issue raises questions concerning the extent to which the relationship market orientation-innovation performance link holds in the high-tech industry. Relatively litter research has examined how market orientation contributes to innovation performance through service innovation. We rep...

R&D has always been considered a strategic asset of companies. Traditionally, companies that have their own R&D function are better prepared to compete in the globalized economy because they are able to produce the knowledge and technology required to advance products and services. SMEs also need to become highly innovative and competitive in order to be successful. Nevertheless, their ability ...