Made available in DSpace on 2016-04-25T16:44:44Z (GMT). No. of bitstreams: 1 Milton Ruiz Rodrigues Alves.pdf: 634979 bytes, checksum: b0b282c22181c3d7e866957e3ff9e8fc (MD5) Previous issue date: 2015-05-14 / In the current time of information, we live in times that the expectations of thinkers as Lévy (1998) have become a reality. The profile of the consumer has changed as he connected with other consumers and begun to demand that there is a dialogue between the company and society. This new scenario required that technology was further developed and that the process of communication was made faster by means of online platforms that make the exchange of information viable and encourages it. The crowdsourcing arose with the availability of the crowd s intellectual capital that has changed the way companies interact and organize themselves as they come to realize the strategic importance of this information. In order to fully understand this new scenario, we have created three hypothesis that have served as guide for this paper, which are: H1 Crowdsourcing affects products performance; H2 negative reviews from crowd voting provide the same effects that positive reviews; and H3- Crowd voting provides information about consumer`s perception of the product being offered. Therefore, this paper aims to understand if the crowdsourcing affects product s performance of the companies that use crowdsourcing by analyzing the theoretical basis of crowdsourcing and also by reviewing a data-base with reviews made by consumers during a four year period. In addition, this work also aims at raising questions for new researches that may develop further the understanding of the effects of the crowdsourcing. Based on the review of the correlations between the variables obtained in Amazon s data base and the analysis of the feelings used in the word clouds based on the reviews offered by the consumers, this work suggests that the crowdsourcing does affect the product s performance / Vivemos num momento em que as expectativas de pensadores como Lévy (1998), se concretizaram. O consumidor mudou, passou a exigir um diálogo entre a empresa e a sociedade. Esse novo cenário cobrou da tecnologia formas de aperfeiçoar e agilizar este processo de comunicação, plataformas baseadas na internet que propiciem e incentivam a troca de informações. Nesta esfera surgiu o crowdsourcing, com a disponibilização do capital intelectual das massas, que acabou por mudar a forma de interagir e se organizar das empresas que cada vez mais percebe a importância estratégica destas informações. Para compreender este novo cenário, elaborou-se três hipóteses que serviram de guia para a dissertação, sendo estas: H1 Crowdsourcing afeta a performance de produtos; H2 Comentários negativos originados pelo crowd voting apresentam os mesmos efeitos que os comentários positivos e H3- Crowd voting fornece dados sobre o que está sendo percebido pelo mercado consumidor frente ao produto anunciado. Objetivando assim compreender a partir da fundamentação teórica do crowdsourcing e a análise de um banco de dados com dados de avaliações realizadas por usuários ao longo de quatro anos se o crowdsourcing causa impactos na performance dos produtos ofertados por empresas que o pratiquem, e desta forma abrir caminhos para novas pesquisas, onde possa-se sugerir caminhos para o aprofundamento do conhecimento teórico e prático desta arte. A partir disto, mediante o estudo das correlações entre as variáveis obtidas pelo banco de dados da Amazon e a análise de sentimentos utilizada na formulação de nuvens de palavras feitas com os comentários fornecidos pelos usuários sobre os produtos, o estudo sugere que o crowdsourcing exerce sim impactos na performance de produtos das empresas

A Open Innovation (OI) é uma abordagem emergente que têm despertado cada vez mais o interesse de especialistas e de estudos acadêmicos na área de inovação. Entretanto, a implemen-tação dessa estratégia ainda é desafiadora, especialmente para as Pequenas e Médias Empresas (PMEs). A carência de métodos e processos documentados e estruturados para implementar a OI, também são fatores que causam resistências e desestimulam muitas vezes as empresas. Ou-tro fato é que poucas pesquisas e trabalhos empíricos têm explorado o potencial e influência dos Sistemas Regionais de Inovação (SRIs) na implementação da OI nas empresas. Frente a essa problemática de pesquisa, esta Tese tem como objetivo geral desenvolver um processo de implementação da estratégia Open Innovation voltado para empresas de SRIs. O produto final da Tese é um framework que representa o Processo para Implementação da OI (PIOI). É uma ferramenta gerencial que visa auxiliar e orientar os gestores quanto as etapas, documentos, e forma mais apropriada para conduzir a implementação. Sobretudo, permite a compreensão dos elementos e Fatores Críticos de Sucesso (FCS) que interferem na melhoria da capacidade de inovação em PMEs. Este trabalho de Tese está estruturado em sete capítulos, com cinco artigos propostos. O artigo 1 busca identificar os fatores determinantes para a implementação da OI em SRIs. O artigo 2 apresenta uma revisão sistemática da literatura para identificar os FCS para implementação da OI no âmbito das empresas. No artigo 3, desenvolve-se uma pesquisa apli-cada com 50 empresas de um SRI para diagnosticar as estratégias de inovação e os FCS para implementação da OI. No artigo 4, propõe-se um framework para implementação da OI em PMEs de SRIs. No artigo 5, o framework é testado e avaliado empiricamente através de um estudo de caso de uma empresa. A estrutura metodológica geral da Tese está fundamentada no método de pesquisa construtivista (Design Science Research – DSR). Os artigos abrangem le-vantamento bibliográfico, survey, estudo de caso e pesquisa-ação, e empregam ambos os mé-todos, quantitativo e qualitativo, conforme seus objetivos. A Tese oferece importantes contri-buições acadêmicas e práticas ao abordar os FCS que interferem na implementação da OI, e ao desenvolver um processo para implementação dessa estratégia em PMEs de SRI’s. Além disso, representa uma oportunidade para que as empresas possam transformar e melhorar o seu pro-cesso de desenvolvimento da inovação, implementando mudanças de estratégia e introduzindo estruturas mais colaborativas que suportem novos modelos de negócios. / Open Innovation (OI) is an emerging approach that has increasingly attracted the interest of experts and academic studies in the area of innovation. However, implementing this strategy is still challenging, especially for Small and Medium Companies (PMEs). The lack of documen-ted and structured methods and processes to implement OI are factors that cause resistance and often discourage companies, besides the fact that few empirical studies and research have ex-plored the potential and influence of the Regional Innovation Systems (SRIs) in the implemen-tation of OI in companies. Faced with this research problem, this thesis has as general objective to develop a process of implementation of the Open Innovation strategy directed at SRIs com-panies. The final product is a framework that represents the Process for Implementing OI (PIOI). It is a managerial tool that aims to help and guide managers on the stages, documents, and the most appropriate way to carry out the implementation. Above all, it allows the unders-tanding of the elements and Critical Factors of Success (FCS) that affect the improvement of the innovation capacity of PMEs. The thesis is structured in seven chapters, with five proposed articles. Article 1 seeks to identify the determining factors for the implementation of OI in SRIs. Article 2 presents a systematic review of the literature to identify the FCS for implementing OI in companies. In Article 3 we carry out an applied research with 50 companies in a SRI, in order to diagnose their innovation strategies and the FCS to implement OI. In Article 4, we propose a framework for the implementation of OI in PMEs of SRIs. In Article 5, the framework is empirically tested and evaluated through a company’s case study. The general methodological structure of the thesis is based on the constructivist research method (Design Science Research - DSR). The articles cover literature review, survey, case study and action research, and use both quantitative and qualitative methods, according to their goals. The thesis offers important academic and practical contributions by addressing FCS that affect the implementation of OI, and by developing a process to establish that strategy in PMEs of SRIs. In addition, it represents an opportunity for companies to change and improve their innovation development process by implementing strategy shifts and introducing more collaborative structures that support new business models.

A inovação é um fator crítico para o sucesso das empresas. A indústria farmacêutica é historicamente movida pela inovação. Entretanto, neste ramo, o desenvolvimento de novos produtos envolve custos elevados e um longo ciclo de desenvolvimento de produto acarretando em um alto risco de negócio. Recentemente, a estratégia de inovação aberta (open innovation) surgiu com alternativa às empresas para inovação sugerindo que as empresas mantenham-se abertas a idéias internas e externas, tornando o processo de inovação mais ágil, econômico e seguro, uma vez que ele passa a ser compartilhado com outras partes. Porém, embora este novo paradigma se aplique ao ramo farmacêutico, há poucas pesquisas até o momento que estudem diretamente a estratégia de inovação aberta à indústria farmacêutica. Desta forma, este trabalho busca estudar de forma exploratória a prática da estratégia de inovação aberta por indústrias farmacêuticas brasileiras e compreender: os motivos que levaram as empresas nacionais a adotarem este modelo, como esta prática está estruturada dentro destas indústrias e de que maneira elas trabalham com seus parceiros de inovação. A pesquisa comprovou que as indústrias farmacêuticas estão utilizando a inovação aberta como estratégia de inovação. Entretanto, o modelo de inovação aplicado possui adaptações, em razões de questões culturais e maturidade da empresa, de forma que o fluxo de idéias criativas ocorre somente na direção do ambiente externo para o interno da empresa. Entre os problemas relacionados à inovação aberta no Brasil, optou-se por investigar as relações entre os envolvidos como forma de encontrar oportunidades de melhoria para o modelo brasileiro que ainda se baseia muito na relação empresa-universidade. Dentre as empresas estudadas no estudo de caso indicou serem os principais stakeholder as universidades e institutos de pesquisa públicos e que estas parceiras se consolidam preferencialmente através de convênios de pesquisa. / In a highly competitive environment, innovation is a critical factor to the success and maintenance of any company. The pharmaceutical industry is historically moved by innovation in products. However, in the pharmaceutical business, the development of new products demands huge investments and a long development cycle which consequently increase the risk of the business associated to uncertainty. Recently, the open innovation strategy emerged as an alternative to companies to innovate and develop new products. This new paradigm suggests that companies must be opened to ideas from the internal and external environments and to perform co-development projects with the purpose of developing products faster, cheaper and in a less risky way. Although this new paradigm is adequate to the pharmaceutical segment, there are few researches that discuss the open innovation strategy in the pharmaceutical industry. Therefore, this research has the purpose to study the practice of open innovation strategy by Brazilian pharmaceutical companies and to access: the reasons that motivate the national companies to adopt this model, how this practice is structured inside the companies and how they work with their innovation partners. From this investigation it was possible to verify that the pharmaceutical industries in Brazil use open innovation as a strategy of innovation. However, the open innovation model characteristics in Brazil consider adaptations from the original model suggested by Chesbrough. For cultural and the companies’ business maturity level, it was noticed that the influx of creative ideas is mainly from the outside towards inside company. Additionally, it was investigated the relationship among the co-development stakeholders, as an opportunity to find improvements to the Brazilian open innovation model. The case study findings indicate that the most relevant partnership type is the consortium with the universities and research institutes.

<p>As the competition is increasing both nationally and globally, the companies are looking for new ways to decrease costs and gain innovation. The latest hot topic is Open innovation (OI), which can be seen as the ultimate limit in terms of accessible expertise, since it makes no difference in valuing an idea in terms of its origin. The trend is that companies are increasingly acknowledging the relevance of external resources, engaging in OI rather than relying exclusively on internal research and development (Chesborough, 2006). There are many types of supplier relations and innovation networks that the companies can take part in, but OI can be seen more as an approach and mindset that should determine <em>how </em>the companies act, whether it’s a question of being more open for ideas from another department, or even towards a competitor company. The companies are often using different types of collaborations and strategy and, potentially, trying to move up “the scale” towards OI.  With this thesis work I propose that there are many different aspects that the companies have to be aware of when moving up the scale from in-house development towards global OI. In reality, not many companies are taking the full advantage of OI, nonetheless knows the perquisites for doing so. OI may be the trend for development of companies, but today the nature of this is complex as companies are using different layers of the supplier and collaboration types in different parts of the organization. The success stories which Chesborough uses to exemplify the concept of OI do not address the grey area, or place on a scale, where many companies are situated in. This study will therefore explore the complexity in managing these collaborations that is not so present in the literature. How do you manage a collaboration that includes supplier relation, partnership and a want for OI at the same time? This means that there has to be a selection on which projects to collaborate with, as well as strategies for collaborating in a more innovative way and the steps that needs to be taken to get there.  In this thesis I am going to use this broad definition of innovation:</p><p>Innovation is the total set of activities leading to the introduction of something new, resulting in strengthening the defendable competitive advantage of a company. (van der Meer, 1996)</p><p>My partner company in this study is a global Telecom company (DU Technology) who would like to learn more about this and improve their collaboration with an Indian Service provider (ITC). These companies will be used as a case study to provide an example on how complex the movement towards OI can be, and what it demands from the companies to succeed. As the companies are working in a global context, I will also highlight the importance of an understanding for the cultural differences that affects collaboration and how to manage these when they are not a part of your own company. <em></em></p>

<p>Over the last few decades, the industrialized world in general and the automobile industry in particular was hit by immense changes which strongly influence the management of R&D. Trends such as globalization and sharp competition on worldwide open markets, increasing product complexity in order to meet the customers’ desires for more variety and individualization, technology fusion and cross industry innovations, high level of technological and competitive uncertainty, increasing pressure to reduce R&D budgets, and shorter time to market and reduced innovation cycles in consequence of rising competition, force companies to source external knowledge and to bring in and exploit outside-in innovations instead of reinventing them their selves. In the same way, the Open Innovation concept highlights the need for organizations to open up their innovation processes. As a consequence, many R&D organizations are being transformed in order to meet the upcoming challenges and established technological listening posts to source external knowledge in centers of technological excellence and innovation.</p><p>This study focus on the knowledge acquisition, transformation and transfer from innovation cluster to central R&D, and examines the roles and typologies of technological gatekeepers. Based on a sound literature review and in-depth qualitative study of the case company BMW, this thesis explores how technological listening posts can take the mediating role of technology gatekeepers and how different mechanisms and typologies for gatekeeping can be deployed for optimal transformation and transfer of external knowledge into internal innovation.</p>

As the competition is increasing both nationally and globally, the companies are looking for new ways to decrease costs and gain innovation. The latest hot topic is Open innovation (OI), which can be seen as the ultimate limit in terms of accessible expertise, since it makes no difference in valuing an idea in terms of its origin. The trend is that companies are increasingly acknowledging the relevance of external resources, engaging in OI rather than relying exclusively on internal research and development (Chesborough, 2006). There are many types of supplier relations and innovation networks that the companies can take part in, but OI can be seen more as an approach and mindset that should determine how the companies act, whether it’s a question of being more open for ideas from another department, or even towards a competitor company. The companies are often using different types of collaborations and strategy and, potentially, trying to move up “the scale” towards OI.  With this thesis work I propose that there are many different aspects that the companies have to be aware of when moving up the scale from in-house development towards global OI. In reality, not many companies are taking the full advantage of OI, nonetheless knows the perquisites for doing so. OI may be the trend for development of companies, but today the nature of this is complex as companies are using different layers of the supplier and collaboration types in different parts of the organization. The success stories which Chesborough uses to exemplify the concept of OI do not address the grey area, or place on a scale, where many companies are situated in. This study will therefore explore the complexity in managing these collaborations that is not so present in the literature. How do you manage a collaboration that includes supplier relation, partnership and a want for OI at the same time? This means that there has to be a selection on which projects to collaborate with, as well as strategies for collaborating in a more innovative way and the steps that needs to be taken to get there.  In this thesis I am going to use this broad definition of innovation: Innovation is the total set of activities leading to the introduction of something new, resulting in strengthening the defendable competitive advantage of a company. (van der Meer, 1996) My partner company in this study is a global Telecom company (DU Technology) who would like to learn more about this and improve their collaboration with an Indian Service provider (ITC). These companies will be used as a case study to provide an example on how complex the movement towards OI can be, and what it demands from the companies to succeed. As the companies are working in a global context, I will also highlight the importance of an understanding for the cultural differences that affects collaboration and how to manage these when they are not a part of your own company.

This thesis amends some existing theoretical gaps and an overall lack of empirical studies regarding the ways R&amp;D managers can use Open Innovation during the management of the radical innovation processes’ early development phase.Using existing theories, an interview guide and an analytical model was created. These were later used during the gathering and analysis of empirical data. Our sampling involves three of Sweden’s largest companies, representing three distinct industry fields. Interviews took place during April 2010, and all the interviewees were R&amp;D managers with previous experience with Open Innovation and radical innovation.The results reveal that the managers do use Open Innovation when managing radical innovation, and point to both benefits and issues brought about by using Open Innovation during this process. The use of Open Innovation during the management of radical innovation can be divided into two main aspects; the actual extent to which it is used, and the ways the managers use it. Our results reveal that the extent varies from an early peak, an in between Open Innovation chasm and a final increase. Furthermore, our studies also show that the main ways the managers use OI are; exploitation and creation of revenue streams, knowledge leveraging and integration, and finally to create superior products using broad knowledge networks.

The purpose of this study is to explore and elaborate how firms are managing aesthetic with color and design choice as open innovation practice and explore its applicability in various sectors.  Two research questions are addressed: How is aesthetics with color and design choices managed by firms using open innovation practices? Can aesthetics with color and design choices be managed as open innovation practices for all kinds of technical designed products?   The study is based on a case study combined with survey method which constitutes a combination of quantitative and qualitative research for conducting productive research. In order to analyze and explain the case study as open innovation practice for designed technical products, the 4P model of innovation, open innovation model, product design process, digital prototyping and virtual customer environment are used. The survey was used for analyzing the question on generalization for all other designed technical products.   The study shows that some mobile firms are using “theme creator”, software for themes that is used for inside aesthetics of designed technical products with customer collaboration and participation. Sony Ericsson is one firm that is establishing activities for outlook aesthetics and inside aesthetics with color and design choice for its designed technical product (mobile). These activities are interpreted as open innovation practices conducted in virtual customer environment by Sony Ericsson. The survey result shows the customer’s willingness for participation and customer’s demand for the change in color and design of designed technical products by their own choice. When combining the case study and survey results it is concluded that color and design choice is required to improve aesthetics for designed technical products.

Problem Företag och organisationer tvingas idag att öppna upp sina innovationsprocesser för att kunna konkurrera med andra företag och växa till en stark aktör på marknaden. I de öppna innovationsprocesserna samarbetar organisationerna med externa parter inom olika ämnesområden, detta är en process med nya arbetssätt där nytänkande och kreativitet har stor betydelse.  I en sådan innovationsprocess ställs det höga krav på en god kommunikation mellan ledare och övriga deltagare. Vi har därför valt att studera öppna innovationsprojekt där vi särskilt tittat på kommunikationen mellan ledare och projektgrupp. Syfte Syftet med denna studie är att ge en bild av kommunikationssätt som har betydelse mellan ledare och projektgrupp. Detta ligger till grund för att skapa riktlinjer för en god kommunikation inom öppna innovationsprojekt. Metod I denna studie används en kvalitativ metod där empirin har samlats in via intervjuer samt enkäter. Slutsats Studien visar bland annat på att det är viktigt att ledaren fungerar mer som en administrativ person än att den besitter en teknisk kompetens samt att den kan hålla många bollar i luften och kan vara kontaktskapande då det gäller att ledaren kan hålla ihop sin projektgrupp. Gemensamma mål är viktiga för projektgruppen för att alla ska ha nytta av varandra i nätverket. Vi har även funnit att det är viktigt med en gemensam kultur i projektet men det är också svårt att skapa detta inom öppna innovationsprojekt eftersom samarbetet med externa parter innebär att möjligheterna till gemensamma möten är få. / Problem Companies and organizations have to open up their innovation processes in today's society in order to compete with other companies and grow into a strong player in the market. In the open innovation processes are organizations cooperating with external partners in various disciplines, this is a process with new approaches where innovation and creativity are of great importance. Such an innovation process has a great need for good communication between leaders and participants. We have therefore chosen to study open innovation projects in which we specifically looked at communication between the project leaders and participants. Purpose The purpose of this study is to provide a picture of communication that are important between leaders and project team. This is the basis for creating guidelines for good communication in open innovation projects. Method This study used a qualitative approach in which empirical data has been collected through interviews and questionnaires. Conclusions Study shows that it is important that the leader serves more as an administrative person, other than that it possesses the technical skills. And also has the ability to work with many things at once and can be networking because it´s important that the leader can hold together it´s project team. Common goals are important to the project team for everyone to benefit from each other in the network. We have also recognized the importance of a common culture in the project but it is also difficult to create this in open innovation projects as cooperation with external partners means that opportunities for joint meetings are few.

Business management Paradigm is Changing. We used to have big, best, and fast and now it seems that we are having one more paradigm of “Open”. Chesbrough (2003) argued for cooperating between competitors or allies in his article “The era of open innovation”. (ChesbroughH.W, 2003) This research is about open innovation with customer participation. Many organizations built platform to motivate customers to participate the product development process. Hence, we selected three different types of platforms which are full-open, semi-open and closed platform for case study. To compare different perspective from organizations and customers, we will use both of case study of the organizations who opened competencies to the customers and survey of the customers who are creating derivative products. From that case-study and survey result, we aim to figure out what to open and what to close for the organizations that are implementing open innovation strategy. We will suggest a competency pyramid model that helps organizations to divide their competencies into two different sectors: open competency and closed competency. And finally, we will find out what factors are important to make a platform successful.