Leading open innovation /

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Bibliographic Details
Imprint:Cambridge, Mass. : MIT Press, c2013.
Description:ix, 322 p. : ill. ; 24 cm.
Subject:Technological innovations -- Economic aspects.
Diffusion of innovations.
Diffusion of innovations.
Technological innovations -- Economic aspects.
Format: Print Book
URL for this record:http://pi.lib.uchicago.edu/1001/cat/bib/9035920
Hidden Bibliographic Details
Other authors / contributors:Huff, Anne Sigismund.
MoĢˆslein, Kathrin M.
Reichwald, Ralf, 1943-
ISBN:9780262018494 (hardcover : alk. paper)
0262018497 (hardcover : alk. paper)
Notes:Includes bibliographical references and index.
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