Leading open innovation /
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| Imprint: | Cambridge, Mass. : MIT Press, c2013. |
|---|---|
| Description: | ix, 322 p. : ill. ; 24 cm. |
| Language: | English |
| Subject: | |
| Format: | Print Book |
| URL for this record: | http://pi.lib.uchicago.edu/1001/cat/bib/9035920 |
Table of Contents:
- Acknowledgments
- I. Why and How Open Innovation Works
- 1. Introduction to Open Innovation
- Definitions of Open Innovation
- Why Open Innovation Now?
- Purpose of This Volume and Chapter Overviews
- Potential Problems of Open Innovation
- The Promise of Open Innovation
- Conclusion-Leading Open Innovation
- 2. Open Innovation at Siemens AG
- The Innovation-Market Connection
- Leveraging Existing Technology into New Markets
- Innovation at Siemens
- Open Innovation
- Potential Problems of Open Innovation
- Examples of Open Innovation Projects Underway at Siemens
- An Ideal Picture of Siemens as an Open Innovator
- Idea for Innovative Leaders: Bring Knowledge-Holders Together
- Further Investigation
- 3. The Need for Speed: Fostering Strategic Agility for Renewed Growth
- Research Approach
- Focus on Successful Competitors in the IT Industry
- A Successful and Widely Accepted Recipe for Success
- The Relationship between Past Success and Current Difficulties
- The Cumulative Effect of Growing Rapidly
- Escaping the Rigidities Caused by Success
- Achieving Greater Resource Fluidity and Increasing Teamwork at the Top
- Conclusion
- Idea for Innovative Leaders: Pay Attention to Emotion
- 4. Leading Innovation
- Background to Becoming CEO of O 2
- The Most Important Characteristics of Leadership
- Vision Is Central
- Market Position Is Important
- Becoming CEO of VIAG Interkom
- Vision as the Basis of Turnaround
- Actions after Targets Were Established
- Communicating a Complex Agenda
- The Centrality of Open Leadership
- Dealing with Resistance to Change
- Conclusion
- Idea for Innovative Leaders: Share the Need to Do Everything All at Once
- 5. Open Innovation: Actors, Tools, and Tensions
- Three Types of Innovators in Open Innovation
- Tools for Open Innovation
- Conclusion: Inherent Tensions of Open Innovation
- Idea for Innovative Leaders: Learn from Those Who Successfully Balance Open and Closed Innovation
- II. Who Contributes to Open Innovation?
- 6. Opening Organizations for Innovation
- Exploration versus Exploitation
- The Innovation Lab
- Search Routines to Support Discontinuous Innovation
- Conclusion: Turning New Opportunities into Company Routines
- Idea for Innovative Leaders: Prepare Your Company to Absorb Outside Ideas
- 7. Cooperation for Innovation
- Hot Spots
- Identifying and Understanding Hot Spots
- How Do Organizations Break away from Current Practice?
- The Need for Balance
- Igniting Purpose
- Making Signature Processes
- Conclusion: Priorities for Leaders and Researchers Interested in Creating Hot Spots
- Idea for Innovative Leaders: Organizational Structures Facilitate Cooperation
- 8. User Innovation
- Open User Innovation
- Importance of Innovation by Users
- Why Many Users Want Custom Products
- Users' Innovate-or-Buy Decisions
- Users' Low-Cost Innovation Niches
- Why Users Often Freely Reveal Their Innovations
- Innovation Communities
- Adapting Policy to User Innovation
- Summary
- 9. Co-creation with Customers
- Structuring Customer Co-Creation
- Two Dyadic (Individual) Based Co-creation Methods
- Two Network (Community) Based Co-creation Methods
- Conclusion: Next Tasks for Co-Creation
- Idea for Innovative Leaders: Recognize the Power of NIH (Not Invented Here)
- 10. Contributions by Developers
- The Revolution Changing the Way We Can Think about Innovation
- The Principles of Open Source Innovation
- Why Contribute?
- The Community's Role in Motivating input
- What Leaders of Distributed Innovation Do
- What Business Can Learn from Open Source Development
- Examples of Open Source Development
- The Characteristics of Winning Problem Solvers
- Conclusion: The Importance of Collaboration
- Ideas for Innovative Leaders: Learn to Post Problems and Consider Providing More Information to Open Communities
- 11. Strategic Crowdsourcing: The Emergence of Online Distributed Innovation
- The Rise of Crowdsourcing
- The Encyclopedia Revolution: When Excellence Meets Digitization and Crowdsourcing
- Crowdsourcing as Organizational Design
- The Competitive Advantage of Crowdsourcing
- Online Distributed Organization: The End of One Era, the Beginning of Another
- Online Distributed Innovation as an Extension to the Firm
- The ODI Platform: A Strategic Dynamic Capability of the Firm
- Conclusion: Implications of Crowdsourcing for Innovation
- Mini Case A-Facebook Translations
- Mini Case B-Netflix Prize
- III. Trends in Open Innovation
- 12. Educating Open Innovation Ambassadors
- Designing a Teaching Tool for Educating Open Innovation Ambassadors
- Case Study: University of Erlangen-Nuremberg
- Conclusion: Toward Open School
- Idea for Innovative Leaders: Live What You Teach
- 13. Viral Marketing on Facebook for a New Open Innovation Platform
- The Power of Social Media
- innosabi's Vision
- How Market Research Helped Design the Perfect Open Innovation Platform
- Conclusion
- Idea for Innovative Leaders: Engage Communication
- 14. The Future of Crowdsourcing: From Idea Contests to MASSive Ideation
- One Example of an Innovation Contest: The OSRAM Design Contest/LED Emotionalize Your Light
- Difficulties and Hurdles Arising from Online Innovation Contests
- MASSive Ideation: A New Approach
- Discussion/Conclusion
- 15. Open Manufacturing
- An Example of Open Manufacturing: Shanzhai Cell Phones
- Value Chain Differences
- Quality and Innovation
- Other Examples of Open Manufacturing
- Labor Participation in Open Manufacturing: New Employment
- Conclusion: Coordination as the Center of Open Manufacturing
- Ideas for Innovative Leaders: Enable Open Manufacturing by Orchestrating Idea Flows and Material Flows
- Epilogue: Learning to be More Competitive, More Cooperative, and More Innovative
- How Open Innovation Fits into Organizational Strategy
- Unlearning Competitive Habits
- Examples of New Ways of Thinking and Working
- Learning to Be Part of a Cooperative/Competitive Ecosystem
- Learning from Lean Environments
- Advice to Newcomers
- The Changing Definition of Strategy
- Future Absorption of Open Innovation
- Peter and Hannelore Pribilla's Vision for Practical Research
- Contributors
- Index
