《j.1467-9310.2010.00605.x》由会员分享，可在线阅读，更多相关《j.1467-9310.2010.00605.x（9页珍藏版）》请在金锄头文库上搜索。
1、The future of open innovationOliver Gassmann1, Ellen Enkel2andHenry Chesbrough31Institute of Technology Management, University of St. Gallen, Dufourstrasse 40a, CH-9000St. Gallen, Switzerland. oliver.gassmannunisg.ch2Dr. Manfred Bischoff Institute of Innovation Management of EADS, Zeppelin Universit
2、y,Am Seemoser Horn 20, D-88045 Friedrichshafen, Germany. ellen.enkelzeppelin-university.de3Center 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 and
3、 academia: openinnovation, open R&D and open business models. Our special issue builds on the concepts,underlying assumptions and implications discussed in two previous R&D Management specialissues (2006, 2009). This overview indicates nine perspectives needed to develop an openinnovation theory mor
4、e fully. It also assesses some of the recent evidence that has come to lightabout open innovation, in theory and in practice.1. Perspectives on open innovationThe open innovation phenomenon has devel-oped from a small club of innovation practi-tioners, mostly active in high-tech industries, to awide
5、ly discussed and implemented innovationpractice. Simultaneously, a small community ofmanagement researchers has recently developedinto an established research field. This is reflectedby several special issues on open innovation, forexample, R&D Management 2006, 2009, and theInternational Journal of
6、Technology Management2010a,b. Consequently, single lectures by earlyproponents have been supplemented by largemanagement seminars on open innovation, whichare often fully booked. Once a field grows rapidly,there is a danger that it may become a short-termfashion and hype. This special issue reports
7、onrecent research evidence to further develop theopen innovation research field.Open innovation has been defined as . theuse of purposive inflows and outflows of knowl-edge to accelerate internal innovation, and ex-pand the markets for external use of innovation,respectively (Chesbrough et al., 2006
8、). While theinitial works looked primarily at research anddevelopment (R&D) processes, a number of re-search areas have grown out of this perspective.Open innovation is based on these differentresearch streams. We think it useful to organizethese streams into nine different perspectives:(1) The spat
9、ial perspective leads to research on theglobalization of innovation. Since research,technology and product development havebecome more global in a flat world, openinnovation has become easier. On the onehand, being physically close to regional cen-ters of excellence enables a firm to increase itsabs
10、orptive capacity, therefore promoting ac-cess to the knowledge and competences of thebest talents worldwide without having to em-ploy them (Cohen and Levinthal, 1990). Ac-cess to resources is one of the main drivers ofR&Ds internationalization. Prominent exam-ples of such R&D are Norvatiss research
11、inNew Jersey, BMWs design center in PaloAlto and Hitachis research lab in Dublin(von Zedtwitz and Gassmann, 2002). Newinformation and communication technologiesR&D Management 40, 3, 2010. r 2010 The Authors. Journal compilation r 2010 Blackwell Publishing Ltd, 2139600 Garsington Road, Oxford, OX4 2D
12、Q, UK and 350 Main St, Malden, MA, 02148, USAenable virtual R&D teams and decentralizedinnovation processes (Boutellier et al., 1998).(2) The structural perspective shows that workdivision has increased in innovation. There isa strong trend toward more R&D outsour-cing and alliances (Hagedoorn and D
13、uysters,2002). Industries value chains are becomingmore disaggregated. Drivers of this trend arecost reduction and greater specialization dueto more complex technologies and productsystems. Open innovation approaches com-pensate for central R&D units by not justfocusing on short-term, customer-orien
14、tedbusiness unit research activities.(3) The user perspective. Users are integrated intothe innovation process to utilize the freedomavailable in its early phases in order to under-stand potential customers latent requirementsand to integrate users hidden applicationknowledge (von Hippel, 1986). Thi
15、s researchfield on innovations downstream-side startedwith lead users involvement in the innovationprocess (von Hippel, 1988), the availability oftoolkits (von Hippel and Katz, 2002) andthe idea of mass customization (Franke andPiller, 2003), while involving the quasi-politi-cal concept of democrati
16、zing the innovationprocess (von Hippel, 2005). User innovation isone of open innovations best-researched partfields.(4) The supplier perspective. The downstream side ofinnovation has been less intensively researchedbut has a strong impact on innovation. Suppliersearly integration into the innovation process cansignificantly increase innovation performance inmost industries (Hagedoorn, 1993, 2002).(5) The leveraging perspective. Most research andpractice are oriented toward
