Innovation in Service Sector

International Journal of Innovation Management, 2011

New Product Development (NPD) service providers have assumed a prominent role in enabling a more widespread use of Open Innovation strategies, thanks to their ability to acquire, recombine and sell specialized knowledge and technologies. This paper adopts the point of view of the NPD service provider to investigate the approaches it can employ in order to favor knowledge exchange with its clients, throughout the service delivery process. The research relies on a multiple case study, which focuses on three collaborative projects undertaken by a worldwide leading provider of NPD services with some of its most important clients. The analysis reveals some important findings. First, the NPD service provider uses standard approaches, both as regards process and organizational variables, to address two critical barriers toward a successful completion of the inter-organizational relationship: the tacit nature of the knowledge to be exchanged and the difficulties in predicting the content of...

papers.ssrn.com

Innovation is higher than ever on companies’ agenda. 62% of executives interviewed in a recent survey say their business strategy is “largely” or “totally” dependent on Innovation. In today’s globalized competitive environment, innovation has become the key criterion by which you can assess how good a company is and how good it is likely to be in the future. To give an example of this innovation play in the emblematic mobile phone industry, Apple, RIM and HTC, the three most innovative companies in the industry, capture more than 50% of the total profit pool with less than 10% of the industry’s volume because they are ahead with innovation. In today’s world, companies are required to innovate more and faster than ever before. § Innovate more not only to address more demanding and fastly changing customers but also to respond to the specific needs of emerging markets. ChotuKool, the $69 fridge and Nano, the $ 2,200 car are well known examples of the so-called “frugal innovation” chal...

Production Journal, 2020

Paper aims: the purpose of this study is to analyze how Open Innovation (OI) activities occur in Product Development Processes (PDP) and in the design of new products. Originality: the study is based on a self-developed and conducted survey, applied to engineers and managers working in departments involving product development and innovation among the Brazilian automakers. Research method: the method adopted is that of a questionnaire-based survey. Results are analyzed through a principal component analysis, followed by ordinary least squares regressions, in order to test the hypotheses proposed. Main findings: results suggest that inbound practices were more present than outbound practices, with a strong presence of the supplier in the design process (and not so much of a user-centered approach). Correlation between an organizational culture that favors OI and adoption to newer PDP methods and tools indicate that adopting newer product development methodologies and technologies could lead to a more "open" design process. Implications for theory and practice: the research provides an overview of open innovation within the Brazilian automakers, and reports what could be opportunities for the automotive industry to head towards.

2004

Open Innovation is a phenomenon that has become increasingly important for both practice and theory over the last few years. The reasons are to be found in shorter innovation cycles, industrial research and development's escalating costs as well as in the dearth of resources. Subsequently, the open source phenomenon has attracted innovation researchers and practitioners. The recent era of open innovation started when practitioners realised that companies that wished to commercialise both their own ideas as well as other firms' innovation should seek new ways to bring their in-house ideas to market. They need to deploy pathways outside their current businesses and should realise that the locus where knowledge is created does not necessarily always equal the locus of innovation -they need not both be found within the company. Experience has furthermore shown that neither the locus of innovation nor exploitation need lie within companies' own boundaries. However, emulation of the open innovation approach transforms a company's solid boundaries into a semi-permeable membrane that enables innovation to move more easily between the external environment and the company's internal innovation process. How far the open innovation approach is implemented in practice and whether there are identifiable patterns were the questions we investigated with our empirical study. Based on our own empirical database of 124 companies, we identified three core open innovation processes:

Series on Technology Management, 2013

International Journal of Technology Intelligence and Planning, 2013

The paper explores the concept of Open Innovation (OI) and evaluates whether, why and how it is adopted in the automotive field. The study attempts to enrich the existing empirical evidence because few studies about the topic were conducted. With this aim, we studied the experience of three well-known companies operating at different levels in the value chain of the automotive industry: a final car-producer on one hand; two suppliers (i.e., a designer and a supplier of components) on the other. The underlying idea is that firm-specific strategic goals as well as external factors (i.e., environmental/industry features) can affect (i.e., explaining whether and why) the adoption of OI approaches and that openness can lead to some advantages despite some obstacles could prevent the achievement of the expected benefits.

Socialiniai mokslai, 2011

The studies on open innovation as a phenomenon have been increasing dramatically in the few past decades. There are two basic approaches towards open innovation analysis from the firm perspective: 1) open innovation as a result of networking and collaboration of various types of business and non-business organizations, 2) open innovation as a result of firm's partnership and collaboration with its customers. The paper contributes to the body of scientific innovation related literature which is concentrated to analyse open innovation processes and customer participation in it. Customer involvement and participation in an open innovation process can be analysed while using networking, value creation, or innovation inputs (knowledge for innovation perspective). The paper is based on the later approach, which allows us analysing the customer's role. The paper proposes the structure for the classification of customer's roles in the open innovation process, as analysed from the perspective of changing levels of involvement and variety of innovation inputs along the innovation development stages. Drawing on the analysis of customer roles and involvement levels at the certain stages of innovation process, the authors suggest a conceptual model for customer involvement in an open innovation.

IOP Conference Series: Materials Science and Engineering

Developed business ecosystems exhibit open innovation as the most relevant booster of organizational development. Also, from a combined approach to innovation perspective, using collaboration among different stakeholders in order to achieve competitive advantages, open innovation serves as an important technique for new business model creation. Thus, it is especially important to enhance the impact of open innovation on organisational processes as the main driver for organizational higher performance and development. Based on literature review this paper aims at exploring the main transition from product development processes to co-creation products through implementation of open innovation, in highlighting key differentiating aspects by different types of ecosystems. Consequently, a comprehensive framework for co-creation processes in innovation and creative ecosystems, in terms of product development stages, is provided based on specific adopted criteria, emphasising the open innovation impact within innovation versus creative ecosystems.