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1、The future of open innovationOliver Gassmann1, Ellen Enkel2and Henry Chesbrough31Institute of Technology Management, University of St. Gallen, Dufourstrasse 40a, CH-9000St. Gallen, Switzerland. oliver.gassmannunisg.ch 2Dr. Manfred Bischoff Institute of Innovation Management of EADS, Zeppelin Univers
2、ity,Am Seemoser Horn 20, D-88045 Friedrichshafen, Germany. ellen.enkelzeppelin-university.de 3Center for Open Innovation, F402 Hass School of Business, University of California, Berkeley,CA 94720-1930, USA. chesbrouhaas.berkeley.eduInstitutional openness is becoming increasingly popular in practice
3、and academia: open innovation, open R Chesbrough, 2006, 2007). Created technology and intellectual propertysexternal commercialization is a future field with high potential. (6) The process perspective. There are three core processes in opening up the innovation pro- cess: outside-in, inside-out and
4、 coupled (Gass- mann and Enkel, 2004). Sometimes, these processes complement one another, although the dominance of the outside-in process is usually observed.(7) The tool perspective. Opening up the innova- tion process requires a set of instruments. Those tools, for example, enable customersto cre
5、ate or configure their own product with tools kits or enable companies to integrate external problem solvers or idea creators via websites. Examples are The Sims with which an online community of gamers develops add- on packages, or Swarosvski, whose customerscan create their own figures. (8) The in
6、stitutional perspective. Open innovation can be considered a private-collective innova- tion model. Instead of the private investment model of innovation with Schumpeters tem-porary monopolistic profits, the free revealingof inventions, findings, discoveries and knowl-edge is a defining characterist
7、ic of the open innovationmodel(vonHippelandvon Krogh, 2003, 2006). Spillovers of proprietary knowledge occur regularly by means of com- pensation (e.g., licensing) or without compen- sation (e.g., most open source initiatives). (9) The cultural perspective. Opening up the inno- vation process starts
8、 with a mindset. The seminal work on the not-invented-here syn- drome by Katz and Allen (1982) was a startingpoint within the field. Creating a culture that values outside competence and know-how is crucial for open innovation practice. Thisculture is influenced by many factors: besidesbeing influen
9、ced by the values of the company,it is also influenced by concrete artefacts such as incentive systems, management information systems, communication platforms, project decision criteria, supplier evaluation lists and its handling and so on. In order to betterunderstand the influence of all those as
10、pects on the open innovation culture, researchshould draw more from the psychological field.While we think it is useful to identify these different research streams, we do not yet know whether others will arise or whether two or more of these will converge. Consequently, this should be treated as a
11、highly preliminary list.2. Future of open innovationThe era of open innovation has just begun. A major shift has started toward a new paradigm in the sense of Kuhn (1962). Earlier conceptions of innovation gave rise to anomalies in the Kuhnian sense, such as the inability of Xerox to appro- priate t
12、he value generated by its Palo Alto Re-Oliver Gassmann, Ellen Enkel and Henry Chesbrough214R Gassmann, 2006), but there is also a bandwagon effect: in our executive education programmes, we have observed that CTOs with closed innovation models andstronginternalR here, well-known examples are the con
13、struction and elevator industries (Herstatt and von Hippel, 1992; Boutellier et al., 2008) as well as the sports industry (Hie- nerth, 2006). Besides users systematic involve- ment in the early phase of innovation, these industries have started to open up in all other directions as well. Not only ha
14、s supplier in- tegrations potential been discovered but also the more systematic use of universities and knowledge brokers.(3) Size: from large firms to SMEs. While most ofthe firms described in early works on openinnovation were large multinational firms, it has become apparent that smaller and med
15、-ium-sized firms (SME) are also opening up their innovation process. Empirical evidence regarding so-called born globals rapidly growing SMEs already active on a global scale early in their existence indicates that the source of their competitive advantage is the protection and leveraging of their i
16、ntellectualThe future of open innovationr 2010 The Authors Journal compilation r 2010 Blackwell Publishing LtdR van de Vrande et al., 2010). External technology commercialization can also be a core competence of such rapidly growing SMEs. Owing to business schools intensive teaching of the open innovation idea in execu- tive education and in general management, SMEs seem to be catching up with implement- ing the open innovation concept. However, despite their smallness and lack o
