IP Models to Orchestrate Innovation Ecosystems

Technological Forecasting and Social Change, 2016

The innovation ecosystem construct has emerged as a promising approach in the literature on strategy, innovation and entrepreneurship. It draws upon former business ecosystem literature. However, the term innovation ecosystem has been employed in very polysemic and sometimes competing ways. Many adjectives used with reference to innovation ecosystems render the consolidation of the construct more difficult-which its characteristics, boundaries and relation with other, to some extent competing, constructs, such as supply chain and value chain are. To clarify concepts, to identify trends and research opportunities, we conducted a systematic literature review from 1993 to 2016, with a hybrid methodology including bibliometric and content analysis. Besides highlighting the most influential papers and exhaustively discussing the innovation ecosystem concept and its variations, we identify a turning point in the literature, the transition from business ecosystem to innovation ecosystem. Business ecosystem relates mainly to value capture, while innovation ecosystem relates mainly to value creation. We conclude by describing six research streams in innovation ecosystem: industry platform × innovation ecosystem; innovation ecosystem strategy, strategic management, value creation and business model; innovation management; managing partners; the innovation ecosystem lifecycle; innovation ecosystem and new venture creation. These streams lead us to propose opportunities for further research to solidify the innovation ecosystem concept.

Cadernos EBAPE.BR

Resumo Frente a uma mudança de percepção acerca do papel das organizações, tão importante quanto gerar lucro para os acionistas é gerar valor para a sociedade. Para tanto, parte-se do pressuposto de que a formação de um ecossistema de inovação, por intermédio da interconexão e inter-relação de uma rede de atores para gerar inovação, pode contribuir neste processo. Assim, propõe-se a seguinte questão: como a articulação de um ecossistema de inovação pode gerar valor compartilhado a todos os envolvidos? Desse modo, realizou-se uma pesquisa-ação participante no sul do Brasil, com base na interação entre uma empresa multinacional alemã, uma escola pública, uma universidade, o governo municipal e a comunidade local. O projeto que resultou desta interação denominou-se Arcos e teve como finalidade a resolução de um problema social por parte de gestores, universitários e alunos da escola, formando um ecossistema que permitiu a criação de valor compartilhado a todos os envolvidos. Como resul...

Journal of Business Ecosystems, 2020

Thisstudyexploreshoworganizationsininnovationecosystemsco-createandcapturevalueand whattypesofchallengestheyfaceincreatingandcapturingvalue.Basedonamultiplecasestudy, theauthorsshowthatorganizationsinnano-electronicsestablishinnovationecosystemstoaccess notonlyknowledgeandtechnology,butalsoothercomplementaryassets.Theanalysisofvarious valuecreationandcapturingmechanismsenablestheauthorstogenerateaframeworktoillustrate thepotentialchallengesandrequiredmanagementactivitiesindevelopinginnovationecosystems. Finally,theauthorsoffersomereflectionsonthetheoreticalimplicationsofthisstudyandthelessons formanagersandpolicymakers.

Technological Forecasting and Social Change, 2016

This paper addresses recent calls to enhance our understanding of innovation ecosystem genesis, focusing in particular on the roles that come to prominence during this important yet volatile phase in the innovation ecosystem lifecycle. To this end, we undertook a systematic review of the literature, which has allowed us to study in detail 60 publications appearing in journals and conference proceedings. Our results propose several roles seminal to innovation ecosystem birth, which we have collated thematically into four groups-leadership roles ('ecosystem leader' and 'dominator'), direct value creation roles ('supplier', 'assembler', 'complementor', and 'user'), value creation support roles ('expert' and 'champion'), and entrepreneurial ecosystem roles ('entrepreneur', 'sponsor', and 'regulator')-and defined in terms of the specific activities they carry out during ecosystem birth. Furthermore, our findings tentatively suggest the entrance of these roles at different times as the process of genesis unfolds. Particular roles, such as the champion, are likely to be pivotal in ensuring that the innovation can move successfully from discovery to its commercialization. We conclude our paper by discussing future research avenues that can build on our role typology, to shed further light on the process of innovation ecosystem genesis.

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In today's highly developed society, start-ups are proliferating in various fields. However, most start-up teams lack relevant management knowledge, resulting in a high failure rate. Entrepreneurial activity is a complex social phenomenon, and businesses must integrate intellectual property rights (IPRs) management to yield positive outcomes. This study reviews the literature on IPRs in the innovation and entrepreneurship ecosystem. From over a hundred existing research papers, highly relevant literature was identified and analyzed to conclude that IPRs management has contributed significantly to knowledge dissemination, sharing, and protection among companies in the innovation and entrepreneurship ecosystem. Simultaneously, companies and universities should also take social responsibility, and contribute to the achievement of the United Nations Sustainable Development Goals.

International journal of innovation and scientific research, 2016

In recent years, researchers and policymakers have become increasingly interested in identifying the factors that explain the success or failure of innovation efforts. Recent studies around the world use the concept of a national innovation ecosystem, and identify several key factors within this ecosystem that influence the emergence of innovation. The purpose of this article is to evaluate the extent to which the Israeli practice, which has led to notable results, is actually in line with the perception presented in literature. The analysis is based on in-depth interviews with 25 leaders who shaped Israeli innovation processes over the past two decades, from government, academia and industry. The findings show that the Israeli practice is explained by the same factors as shown in world literature, but an evaluation of the relative importance of each factor reveals quite surprising results. The contribution of main factors such as Government and Academia was evaluated as moderate, w...

The Georgia Institute of Technology has been a catalyst for economic growth in the Southeast United States since its founding in 1885. Over the past 30 years, it has become known as one of the top technological universities in the world. As part of a strategic planning effort commenced in mid-2009, it sought to strengthen its thought leadership and impact through the development and implementation of an innovation ecosystem strategy. The Institute serves as the integrating focus within its region to promote (and provoke) disruptive thought, use-inspired research, experimentation, and accelerated implementation through novel educational, research, and industry partnership programs. Since 2009, there has been a marked increase in economic development impact. This paper describes the guiding principles, strategy, innovative programs, benefits, and lessons learned associated with a regional innovation ecosystem.

2020

Digitalization is a catalyser that drives rapid changes in industries. While bringing huge opportunities for business, digitalization outdated existing capabilities and working methods, thus, it brings threats to companies who cannot timely innovate themselves. In today's business landscape, no company has sufficient resources to develop digital innovation alone. Companies have to be able to attract, secure and combine a variety of new resources and competencies from other organizations to co-create new services on top of its technology platform. Currently, we see that innovation ecosystems are emerging to answer to this need. Innovation ecosystems are inherently complex as they consist of multiple actors coming from different cultural, political, economical and knowledge backgrounds. Thus, developing innovation ecosystems can be very challenging. However, we have not been equipped with sufficient theoretical and practical knowledge to understand how a company can form an innovation ecosystem. Therefore, this thesis was set to establish a deeper understanding of the factors and capabilities that support the formation of an innovation ecosystem. Through an extensive literature review of both fields-ecosystem and dynamic capabilities, this thesis established the first theoretical model that explains the development of an innovation ecosystem. This theoretical model was applied and developed iteratively in an in-depth case study of a European-based Intelligent Mine innovation ecosystem. This thesis was conducted using an exploratoratory, qualitative approach and followed an abductive research design. Data was collected through several open-ended interviews with ecosystem members, and analysed following Gioia methodology. The results of this thesis shed light on: (1) the key factors that trigger the formation of an innovation ecosystem, (2) the motivations of a hub company for forming an innovation ecosystem, and (3) the sensing and seizing mechanisms that a hub company employed while forming its innovation ecosystem. Moreover, a conceptual model was developed after refining the initial theoretical with new empirical insights. This thesis contributes directly to the development of new theory on ecosystem formation and the new application of dynamic capabilities framework in ecosystem literature. It also provides useful suggestions for companies whose aspiration is to develop innovation ecosystems around their core technologies.