In the last 15 years, firms have been realizing that the knowledge monopolies have ended and that valuable knowledge is far more distributed nowadays (Chesbrough, 2003). Therefore, firms that rely completely in internal R&D department to develop new innovations are facing diminishing returns and Open Innovation (OI) is arising. As Henry Chesbrough (2003) said, “In a world of widely distributed knowledge, companies cannot afford to rely entirely on their own research, but should instead buy or license processes or inventions (i.e. patents) from other companies. In addition, internal inventions not being used in a firm’s business should be taken outside the company”, this paradigm aims to take advantage of external ideas and, of under-used internal ones while providing the possibility of accelerating time to market, reducing the innovation costs and sharing risks (Chesbrough, 2006). Unfortunately, the process of implementing OI is not easy and many firms struggle with the process of opening-up. The purpose of this study is to provide a new, synthetic overview of the extant knowledge, related to the challenges and barriers in implementing Open Innovation and the possible management measures to deal with them. This overview aims to be simple and clear, with the hopeful objective of helping firms that want to implement OI. Even though, as Henry Chesbrough defined: “Open innovation is the use of purposive inflows and outflows of knowledge” (Chesbrough et al. 2006 p. vii), this study mainly focuses on the inflows of knowledge, the OI practices that try to exploit external ideas, technology, etc. There are three main parts in the report: • The first part deals with the methods for implementing OI from an organizational point of view. These methods vary according to two dimensions: if the implementation is encouraged by a top-down or a bottom-up approach; if the implementation is carried out in a centralized or a decentralized way. • The second part deals with the common challenges and related barriers that a firm may face while implementing OI and some possible measures to overcome them. Here the challenges are grouped in four clusters and, consequently, the barriers and measures too. The clusters are: “Culture and mindset of employees”, “Internal management and procedures”, “Skills present in the firm” and finally, “Firms’ context and intermediate market”. • The third part deals with the challenges and barriers that arise in particular cases that were given a higher attention in extant knowledge, and some possible measures to overcome them. The cases are: Tournament-based crowdsourcing, Open source software and Firms that use an internal VC. In the current analysis, the number of publications contributing to the second part was considerably bigger than the number of publications contributing to the third. In consequence, the common challenges and barriers that arise while implementing OI and the possible measures to deal with them are more complete than the ones related to the particular cases. It is also important to highlight that almost all the material was obtained by analysis made from companies in Europe or North America. Analysing the experiences of other companies that tried to implement OI provides valuable information on the key factors of the process. Experts’ studies of this information have created useful knowledge which is available for firms that want to acquire it. As it could be very helpful to avoid errors that others committed, this report intends to display that knowledge in a clear, organized way.
Negli ultimi 15 anni le aziende hanno reso conto che i monopoli della conoscenza sono finiti e che la preziosa conoscenza è oggi molto più distribuita (Chesbrough, 2003). Pertanto, le aziende che si affidano completamente al dipartimento di indagine e sviluppo interno per sviluppare nuove innovazioni, stanno confrontando diminuzioni nei profitti e la “Open Innovation” (OI) sta emergendo. Come ha affermato Henry Chesbrough (2003), "In un mondo di conoscenze diffuse, le aziende non possono permettersi di affidarsi completamente alla propria ricerca, ma dovrebbero invece acquistare o autorizzare processi o invenzioni (cioè brevetti) da altre società. Inoltre, le invenzioni interne non utilizzate nelle attività normali di una impresa devono essere esternalizzate all'esterno della società ", questo paradigma mira a sfruttare idee esterne, e anche quelle interne inutilizzate, pur offrendo la possibilità di accelerare il tempo di sviluppo, riducendo i costi della innovazione e i rischi condivisi (Chesbrough, 2006). Purtroppo, il processo di implementazione di OI non è facile, e molte aziende soffrono nel processo di apertura. Lo scopo di questo studio è quello di fornire una nuova e sintetica panoramica della conoscenza esistente, correlate alle sfide e alle barriere nella implementazione della open innovation e le possibili attività di gestione per affrontarle. Questa panoramica ha lo scopo di essere semplice e chiara, con il obiettivo di aiutare alle aziende che vogliono implementare OI. Anche se, come definisce Henry Chesbrough: "La open innovation è l'uso di afflussi e deflussi di conoscenza" (Chesbrough et al. 2006 p. VII), questo studio si concentra principalmente sugli afflussi della conoscenza, sulle pratiche tipo OI che cercano di sfruttare idee esterne, tecnologia, ecc. Su questo report sono presenti tre parti principali: • La prima parte riguarda ai metodi per l'implementazione della OI da un punto di vista organizzativo. Questi metodi possono variare in base a due dimensioni: se l'implementazione è incoraggiata da un approccio top-down o bottom-up; se l'attuazione viene eseguita in modo centralizzato o decentralizzato. • La seconda parte riguarda le sfide comuni e le barriere correlate che una azienda può affrontare nella implementazione della OI e alcune misure che possono applicarsi per superarle. Qui le sfide sono raggruppate in quattro cluster e, di conseguenza, anche le barriere e le soluzioni. I gruppi sono: "Cultura e mentalità dei dipendenti", "Gestione e procedure interne", "Competenze presenti nella impresa" e, finalmente " Contesto delle Imprese e mercato intermedio". • La terza parte ha a che fare con le sfide e le barriere che emergono in casi particolari che hanno ricevuto una maggiore attenzione nelle conoscenze esistenti, e alcune possibili misure per superarle. I casi sono: il crowdsourcing basato nelle competizioni, il software open source e le aziende che utilizzano un VC interno. Nell'analisi corrente, il numero di pubblicazioni che contribuiscono alla seconda parte è stato notevolmente più grande del numero di pubblicazioni che contribuiscono al terzo. Di conseguenza, le sfide e le barriere comuni che emergono durante la implementazione della OI oltre le possibili misure da trattare, sono più complete di quelle relative ai casi particolari. È sostanzialmente importante evidenziare che quasi tutto il materiale è stato ottenuto con gli analisi effettuati da aziende in Europa o Nord America. Analizzare le esperienze di altre aziende che hanno cercato di implementare la OI, fornisce informazioni preziose sui fattori chiave del processo. Gli studi degli esperti di queste informazioni hanno creato conoscenze utili, disponibili per le aziende che vogliono acquisirlo. Poiché potrebbe essere molto utile evitare errori che altri hanno già commesso, questo rapporto intende a mostrare tale conoscenze in modo più chiaro e organizzato.
Challenges and barriers faced while implementing OI in digital and possible measures to overcome them
FELGUERAS LLORENTE, NICOLÁS
2016/2017
Abstract
In the last 15 years, firms have been realizing that the knowledge monopolies have ended and that valuable knowledge is far more distributed nowadays (Chesbrough, 2003). Therefore, firms that rely completely in internal R&D department to develop new innovations are facing diminishing returns and Open Innovation (OI) is arising. As Henry Chesbrough (2003) said, “In a world of widely distributed knowledge, companies cannot afford to rely entirely on their own research, but should instead buy or license processes or inventions (i.e. patents) from other companies. In addition, internal inventions not being used in a firm’s business should be taken outside the company”, this paradigm aims to take advantage of external ideas and, of under-used internal ones while providing the possibility of accelerating time to market, reducing the innovation costs and sharing risks (Chesbrough, 2006). Unfortunately, the process of implementing OI is not easy and many firms struggle with the process of opening-up. The purpose of this study is to provide a new, synthetic overview of the extant knowledge, related to the challenges and barriers in implementing Open Innovation and the possible management measures to deal with them. This overview aims to be simple and clear, with the hopeful objective of helping firms that want to implement OI. Even though, as Henry Chesbrough defined: “Open innovation is the use of purposive inflows and outflows of knowledge” (Chesbrough et al. 2006 p. vii), this study mainly focuses on the inflows of knowledge, the OI practices that try to exploit external ideas, technology, etc. There are three main parts in the report: • The first part deals with the methods for implementing OI from an organizational point of view. These methods vary according to two dimensions: if the implementation is encouraged by a top-down or a bottom-up approach; if the implementation is carried out in a centralized or a decentralized way. • The second part deals with the common challenges and related barriers that a firm may face while implementing OI and some possible measures to overcome them. Here the challenges are grouped in four clusters and, consequently, the barriers and measures too. The clusters are: “Culture and mindset of employees”, “Internal management and procedures”, “Skills present in the firm” and finally, “Firms’ context and intermediate market”. • The third part deals with the challenges and barriers that arise in particular cases that were given a higher attention in extant knowledge, and some possible measures to overcome them. The cases are: Tournament-based crowdsourcing, Open source software and Firms that use an internal VC. In the current analysis, the number of publications contributing to the second part was considerably bigger than the number of publications contributing to the third. In consequence, the common challenges and barriers that arise while implementing OI and the possible measures to deal with them are more complete than the ones related to the particular cases. It is also important to highlight that almost all the material was obtained by analysis made from companies in Europe or North America. Analysing the experiences of other companies that tried to implement OI provides valuable information on the key factors of the process. Experts’ studies of this information have created useful knowledge which is available for firms that want to acquire it. As it could be very helpful to avoid errors that others committed, this report intends to display that knowledge in a clear, organized way.| File | Dimensione | Formato | |
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https://hdl.handle.net/10589/135169