Leading open innovation:
Gespeichert in:
| Weitere Verfasser: | , , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Cambridge, Mass. [u.a.]
MIT Press
2013
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Literaturangaben und Index |
| Beschreibung: | IX, 322 S. Ill., graph. Darst. |
| ISBN: | 9780262018494 |
Internformat
MARC
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Datensatz im Suchindex
| _version_ | 1804149484165267456 |
|---|---|
| adam_text | Contents
Acknowledgments
xi
I WHY AND HOW OPEN INNOVATION WORKS
1
1
Introduction to Open Innovation
3
Anne Sigismund
Huff,
Kathrin
M.
Möslein,
and
Ralf Reichwald
Definitions of Open Innovation
5
Why Open Innovation Now?
7
Purpose of This Volume and Chapter Overviews
8
Potential Problems of Open Innovation
13
The Promise of Open Innovation
14
Conclusion
—
Leading Open Innovation
15
2
Open Innovation at Siemens AC
19
Thomas Lackner
The Innovation-Market Connection
19
Leveraging Existing Technology into New Markets
21
Innovation at Siemens
22
Open Innovation
25
Potential Problems of Open Innovation
27
Examples of Open Innovation Projects Underway at Siemens
28
An Ideal Picture of Siemens as an Open Innovator
31
Idea for Innovative Leaders: Bring Knowledge-Holders Together
31
Further Investigation
33
3
The Need for Speed: Fostering Strategic Agility for Renewed Growth
35
Yves
Doz
Research Approach
35
Focus on Successful Competitors in the IT Industry
37
Contents
vi
A Successful and Widely Accepted Recipe for Success
37
The Relationship between Past Success and Current Difficulties
39
The Cumulative Effect of Crowing Rapidly
42
Escaping the Rigidities Caused by Success
46
Achieving Greater Resource Fluidity and Increasing Teamwork at the Top
49
Conclusion
50
Idea for Innovative Leaders: Pay Attention to Emotion
51
4
Leading Innovation
55
Rudolf
Gröger
Background to Becoming CEO of O2
55
The Most Important Characteristics of Leadership
56
Vision Is Central
57
Market Position Is Important
58
Becoming CEO of
VIAG Interkom 58
Vision as the Basis of Turnaround
59
Actions after Targets Were Established
61
Communicating a Complex Agenda
62
The Centrality of Open Leadership
64
Dealing with Resistance to Change
65
Conclusion
66
Idea for Innovative Leaders: Share the Need to Do Everything All at Once
67
5
Open Innovation: Actors, Tools, and Tensions
69
Kathrin
M.
Möslein
Three Types of Innovators in Open Innovation
70
Tools for Open Innovation
72
Conclusion: Inherent Tensions of Open Innovation
81
Idea for Innovative Leaders: Learn from Those Who Successfully Balance Open and Closed
Innovation
83
II WHO CONTRIBUTES TO OPEN INNOVATION?
87
6
Opening Organizations for Innovation
89
John
Bessant
and
Bettina von Stamm
Exploration versus Exploitation
89
The Innovation Lab
95
Search Routines to Support Discontinuous Innovation
96
Contents
vìi
Conclusion: Turning New Opportunities into Company Routines
101
Idea for Innovative Leaders: Prepare Your Company to Absorb Outside Ideas
102
7
Cooperation for Innovation
105
Lynda Gratton
Hot Spots
106
Identifying and Understanding Hot Spots
106
How Do Organizations Break away from Current Practice?
107
The Need for Balance
109
Igniting Purpose
111
Making Signature Processes
112
Conclusion: Priorities for Leaders and Researchers Interested in Creating Hot Spots
115
Idea for Innovative Leaders: Organizational Structures Facilitate Cooperation
116
8
User Innovation
117
Eric von
Hippel
Open User Innovation
117
Importance of Innovation by Users
118
Why Many Users Want Custom Products
122
Users Innovate-or-Buy Decisions
123
Users Low-Cost Innovation Niches
124
Why Users Often Freely Reveal Their Innovations
126
Innovation Communities
128
Adapting Policy to User Innovation
129
Summary
133
9
Co-creation with Customers
139
Frank
Piller
and
Christoph Ihl
Structuring Customer Co-Creation
142
Two Dyadic (Individual) Based Co-creation Methods
143
Two Network (Community) Based Co-creation Methods
146
Conclusion: Next Tasks for Co-Creation
149
Idea for Innovative Leaders: Recognize the Power of
NIH
(Not Invented Here)
150
10
Contributions by Developers
155
Karim R. Lakhani
The Revolution Changing the Way We Can Think about Innovation
155
The Principles of Open Source Innovation
157
Why Contribute?
159
Contents
VIII
The Community s Role ¡n Motivating Input
160
What Leaders of Distributed Innovation Do
161
What Business Can Learn from Open Source Development
162
Examples of Open Source Development
163
The Characteristics of Winning Problem Solvers
167
Conclusion: The Importance of Collaboration
167
Ideas for Innovative Leaders: Learn to Post Problems and Consider Providing More Information to
Open Communities
168
11
Strategic Crowdsourdng: The Emergence of Online Distributed Innovation
171
J. Andrei Villarroel
The Rise of Crowdsourcing
171
The Encyclopedia Revolution: When Excellence Meets Digitization and Crowdsourcing
172
Crowdsourcing as Organizational Design
1 74
The Competitive Advantage of Crowdsourcing
175
Online Distributed Organization: The End of One Era, the Beginning of Another
177
Online Distributed Innovation as an Extension to the Firm
185
The
ODI
Platform: A Strategic Dynamic Capability of the Firm
188
Conclusion: Implications of Crowdsourcing for Innovation
189
Mini Case A—Facebook Translations
191
Mini Case B—Netflix Prize
192
III TRENDS IN OPEN INNOVATION
201
12
Educating Open Innovation Ambassadors
203
Anne-Katrin Neyer
and Nizar Abdelkafi
Designing a Teaching Tool for Educating Open Innovation Ambassadors
204
Case Study: University of Erlangen-Nuremberg
206
Conclusion: Toward Open School
215
Idea for Innovative Leaders: Live What You Teach
217
13
Viral Marketing on Facebook for a New Open Innovation Platform
221
Catharina
van Delden and Nancy
Wunderlich
The Power of Social Media
222
innosabi s Vision
223
How Market Research Helped Design the Perfect Open Innovation Platform
224
Conclusion
236
Idea for Innovative Leaders: Engage Communication
237
Contents
¡x
14
The Future of Crowdsourcing: From Idea Contests to MASSive Ideation
241
)ohann
Füller, Katja
Hutter, and Julia Hautz
One Example of an Innovation Contest: The OSRAM Design Contest/LED Emotionalize Your Light
242
Difficulties and Hurdles Arising from Online Innovation Contests
243
MASSive Ideation: A New Approach
248
Discussion/Conclusion
258
15
Open Manufacturing
263
Mitchell M. Tseng
An Example of Open Manufacturing: Shanzhai Cell Phones
265
Value Chain Differences
267
Quality and Innovation
269
Other Examples of Open Manufacturing
271
Labor Participation in Open Manufacturing: New Employment
272
Conclusion: Coordination as the Center of Open Manufacturing
274
Ideas for Innovative Leaders: Enable Open Manufacturing by Orchestrating Idea Flows and Material
Flows
275
Epilogue: Learning to be More Competitive, More Cooperative, and More
Innovative
279
Anne Sigismund
Huff, Yves
Doz,
and Karim R. Lakhani
How Open Innovation Fits into Organizational Strategy
279
Unlearning Competitive Habits
280
Examples of New Ways of Thinking and Working
281
Learning to Be Part of a Cooperative/Competitive Ecosystem
282
Learning from Lean Environments
284
Advice to Newcomers
286
The Changing Definition of Strategy
287
Future Absorption of Open Innovation
289
Peter and
Hannelore Pribilla s
Vision for Practical Research
293
Ralf Reichwald
Contributors
295
Index
309
|
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| discipline | Wirtschaftswissenschaften |
| format | Book |
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| title | Leading open innovation |
| title_auth | Leading open innovation |
| title_exact_search | Leading open innovation |
| title_full | Leading open innovation ed. by Anne Sigismund Huff, Kathrin M. Möslein and Ralf Reichwald |
| title_fullStr | Leading open innovation ed. by Anne Sigismund Huff, Kathrin M. Möslein and Ralf Reichwald |
| title_full_unstemmed | Leading open innovation ed. by Anne Sigismund Huff, Kathrin M. Möslein and Ralf Reichwald |
| title_short | Leading open innovation |
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