Open innovation that Henry Chesbrough introduced in 2003 promotes the usage of the input of outsiders to strengthen internal innovation processes and the search for outside commercialization opportunities for what is developed internally. Open innovation has enabled both academics and practitioners to design innovation strategies based on the reality of our connected world. Although the literature has identified and explored a variety of benefits and costs, to the best of our knowledge, no study has reviewed the benefits and costs of open innovation in terms of their importance for strategic performance. To conduct such a study, we need to take into account two main issues. First, the number of benefits and costs of open innovation are multifold; so, to have a comprehensive comparison, a large number of benefits and costs must be compared. Second, to have a fair comparison, benefits and costs must be compared in terms of different performance criteria, including financial and non-financial. Concerning the issues above, we will face a complex process of exploring benefits and costs. In this regard, we use multiple criterion decision-making (MCDM) methods that have shown promising solutions to complex exploratory problems. In particular, we present how using a stochastic multi-criteria clustering algorithm that is one of the recently introduced MCDM methods can bring promising results when it comes to exploring the strategic importance of benefits and costs of open innovation. Since there is no comprehensive understanding of the nature of the benefits and costs of open innovation, the proposed model aims to cluster them into hierarchical groups to help researchers identify the most crucial benefits and costs concerning different dimensions of performance. In addition, the model is able to deal with uncertainties related to technical parameters such as criteria weights and preference thresholds. We apply the model in the context of open innovation for universities concerning their research collaboration with industries. An online survey was conducted to collect experts' opinions on the open-innovation benefits and costs of university-industry research collaboration, given different performance dimensions. The results obtained through the cluster analysis specify that university researchers collaborate with industry mainly because of knowledge-related and research-related reasons rather than economic reasons. This research also indicates that the most important benefits of university-industry research collaboration for universities are implementing the learnings, increased know-how, accessing specialized infrastructures, accessing a greater idea and knowledge base, sensing and seizing new technological trends, and keeping the employees engaged. In addition, the results show that the most important costs are the lack of necessary resources to monitor activities between university and industry, an increased resistance to change among employees, conflict of interest (different missions), an increased employees' tendency to avoid using the knowledge that they do not create themselves, paying time costs associated with bureaucracy rules, and loss of focus. The research's findings enable researchers to analyze open innovation's related issues for universities more effectively and define their research projects on these issues in line with the priorities of universities.

Kooperativet, den medlemsägda organisationen, befinner sig i intersektionen mellan samhällsnytta och vinst. I det kooperativa sammanhanget blir alternativa former av innovation vid sidan av den Schumpeterianska tekniska innovationen relevant såsom den svårfångade sociala innovationen. Denna studie undersöker hur innovation skapas i kooperativ och innovationsprocessens utfall. Detta görs genom en fallstudie med SAMI (Svenska Artisters och Musikers Intresseorganisation) som fall där vi kartlade innovationsprocessen kopplad till deras nya mobilapplikation SAMI-appen. Vi har tillämpat en kvalitativ metod där vi intervjuat fem respondenter, varav fyra chefer och en anställd på SAMI. Studiens resultat är att SAMI:s innovationsprocess följer den Schumpeterianska innovationsprocessen och att utfallet, SAMI-appen, både är en teknisk och social innovation. I ett outforskat forskningsområde lämnar vi ett empiriskt och teoretiskt bidrag där vi kom fram till att kooperativet i SAMI:s fall alstrar en ny alternativ form av innovation: medlemsinnovation.

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While innovation has been a critical tool for the success of hospitality businesses, there has been little research concerning how hospitality service innovation is created. Focusing on knowledge development for service innovation, this dissertation examines hospitality open innovation processes by highlighting the critical role of customers as important external stakeholders for knowledge creation. More specifically, this research examines how hospitality brand community members engage in brand activities that co-create non-transactional knowledge value for open innovation. To achieve the research purpose, the dissertation consists of four independent studies. The design of the four studies followed a theory development process focusing on bibliometric analysis (Study 1), exploratory analysis (Study 2), empirical analysis (Study 3), and experimental analysis (Study 4). Study 1 conducted bibliometric co-citation analysis to examine the foundation and evolution of the service innovation research in both hospitality and tourism and service management literature. Study 2 examined how hospitality (hotel) customers engage in an online brand community and what types of value are co-created from their engagement behaviors. Study 3 empirically developed a multi-dimensional measure of customer engagement behaviors for co-creating non-transactional value. Lastly, Study 4 examined how hospitality online brand community members participate in open innovation behaviors as a result of customer empowerment and social recognition. Study 1 identified critical research opportunities for future hospitality and tourism research in terms of innovation creation, diffusion, and evaluation. Most importantly, open innovation via customer engagement was identified as a critical topic to understand hospitality innovation creation. In Study 2, customer engagement behaviors, motivations, and value co-creation were qualitatively analyzed in the context of an online hotel brand community. Using mixed-methods, including netnography analysis and qualitative written interviews, a conceptual framework of value co-creation via customer engagement was developed. Based on this framework, Study 3 developed a scale consisting of 15 items measuring customer engagement behaviors in terms of influential-experience value, C-to-B innovation value, relational value, and citizenship value. Lastly, Study 4 found a causal process that customer empowerment makes a positive impact on the intention of open innovation engagement and the creativity of ideas by mediating intrinsic motivation. / Doctor of Philosophy / While innovation has been a critical tool for the success of hospitality businesses, there has been little research concerning how hospitality service innovation is created. Focusing on knowledge development for service innovation, this dissertation examines hospitality open innovation processes by highlighting the critical role of customers as important external stakeholders for knowledge creation. More specifically, this research examines how hospitality brand community members engage in brand activities that co-create non-transactional knowledge value for open innovation. To achieve the research purpose, the dissertation consists of four independent studies. The design of the four studies followed a theory development process focusing on bibliometric critical literature review analysis (Study 1), exploratory analysis (Study 2), empirical analysis (Study 3), and experimental analysis (Study 4). Specifically, Study 1 critically analyzed service innovation academic studies published in the last decade in both hospitality and tourism and service management journals to get insights into future research directions. Study 2 analyzed how hospitality (hotel) customers engage in online brand community activities in terms of the benefits of the behaviors and the motivations for the engagement behaviors. Study 3 developed a practical tool to measure customer engagement behaviors. Lastly, Study 4 investigated how hospitality online brand community members participate in idea sharing behaviors in terms of customer empowerment and social recognition. Study 1 identified critical research opportunities for future hospitality and tourism research in terms of innovation creation, diffusion, and evaluation. Most importantly, open innovation via customer engagement was identified as a critical topic to understand hospitality innovation creation. Focusing on the open innovation, Study 2 analyzed hospitality customers' various engagement activities and contents created from the activities in an online hotel brand community. A conceptual framework of value co-creation via customer engagement behaviors was developed. Based on this framework, Study 3 developed a scale consisting of 15 items measuring customer engagement behaviors in terms of influential-experience value, C-to-B innovation value, relational value, and citizenship value. Lastly, Study 4 found that customers are likely to share their service ideas with hospitality practitioners when they enjoy doing so with the belief that their ideas can affect brand management decisions.

Innovation is sometimes referred to as the engine of growth, which is especially true in competitive environments. Organizations who have the capability to innovate possess a sustainable competitive advantage, which means that they have a competitive edge over their competitors. In the field of studies about innovation, “open innovation” has become a popular and important approach to stay competitive. Open innovation is both a cost and resource effective approach to innovate, as well as being helpful for solving some of the most critical challenges, as sustainability, healthcare, climate change, financial stability, etc. To fully benefit from the open innovation approach, past studies have concluded that the dynamic capabilities are of great importance. This study has focused on the dynamic capability of sensing, as all innovation projects must make use of it, regardless of the outcome. To better understand the dynamic capability of sensing, this capability could be divided into some key activities and other capabilties. Past studies have also suggested that there is a need for more research and understanding of the underlying micro-foundations of the dynamic capabilities in open innovation. Therefore, we aimed to investigate: “How are different tools and techniques used to utilize the dynamic capability of sensing and its related capabilities in open innovation?” This study was conducted through a qualitative multiple case research method. The data was collected through six semi-structured interviews with project managers and other initiators of open innovation projects. Previous studies in this field assisted us in the construction of the interview guide, which contributed with deductive elements to this predominantly inductive study. The projects included in our study either resulted or were about to result in different kinds of innovations, the organizations behind them were either in the public or the private sector, and all of them had a social or/and environmental sustainability focus. The findings of this study derived from a template analysis, which consisted of both preliminary themes, which were based on past literature, as well as some inductive and new themes, which was unique for our study. The results showed that there was a total of 60 tools and techniques (some overlapping) that were used in the six cases analyzed. Many of the identified tools and techniques could be recognized from past research in this field, but many of them were also new for this study. From these findings, we could see that these tools and techniques belonged to four different clusters, which related to the sensing capability. The four clusters (highest-level themes) were: Macro analysis, Project analysis, Realization, and Other tools and techniques. The first three clusters could be divided into different phases, based on when these activities occurred in relation to the timeline of the project. These phases contained 14 different categories of activities, which the tools and techniques were sorted into, namely: Trends, Market information, Internal needs analysis, Customers, External innovation, Opportunities, Threats, Resources and capabilities, Partners, Information sharing, Trial and error, Working practices, Filtering process, and Common industry knowledge. The common thing of all tools and techniques identified was that they were used for a similar purpose: To gather information, process information and/or plan a response.

Yes / Little research has been done on female board representation in emerging market multinational enterprises (EMNEs). Our paper considers the role of female board representation and its impact on open innovation (OI) in the unique context of emerging markets. We draw on upper echelons and institutional theories to understand how female board representation and cross-country institutional contexts influence coupled OI. Combining a 10-year (2009-2019) dataset with a rich in-depth content analysis of 183 (EMNEs) engaged in OI, our results reveal a significant positive association between female board representation and a firm’s commitment to coupled OI initiatives. We also find that country-level institutional factors affect and positively moderate the relationship between female board representation and coupled OI. In emerging market environments where managerial perception and cultural beliefs sometimes hinder the promotion of females into top positions, our work has implications for EMNEs regarding how they harness diversity. We contribute to the OI literature by showing that female board representation enhances corporate OI investment within EMNEs.

In today's rapidly evolving business landscape, the synergy between deep tech startups and large corporations has become a critical driver for disruptive innovation. This thesis investigates the dynamics of these collaborations and seeks to create a comprehensive framework that promotes effective partnerships. Existing frameworks for collaboration and asymmetric collaboration between companies often fall short of providing practical solutions. This study is conducted in a qualitative and abductive manner with a focus on three theoretical perspectives, Open innovation, Asymmetric collaboration, and deep tech. The theory has been used to create a framework with key areas and phases. The framework was then filled with key activities identified through analysis of the empirical data which was collected by interviewing professionals within startup collaboration. Finally, conclusions were drawn based on the analysis of the findings. The conclusions drawn in this study are that the collaboration process can be broken down into 3 distinct phases: Identification & Evaluation, Integration & Internal Matchmaking, and Execution. Further three key areas affecting the collaboration process were identified: Organisation & Culture, Communication & Interaction, and Strategy. Lastly, 26 key activities within different phases and areas were identified.

This study explores empirically the link between open innovation and dynamic capabilities. The aim is to understand the relevant capabilities required by firms to effectively engage in open innovation practices and how these practices affect innovation performance. The analysis is based on five selected service sub-sectors with a sample size of 3910 firms drawn from a dataset containing information on innovation activities in the UK. The findings show that knowledge creation capability is positively related to inbound and coupled open innovation practices. Contrary to expectation, partial support is found for the positive relationship between knowledge acquisition capability and inbound open innovation, and no support for coupled open innovation. The findings also show that operational reconfiguration strengthens the positive effects of coupled open innovation practices and incremental innovation performance. On the other hand, strategic reconfiguration strengthens the positive effects of coupled open innovation practices and radical innovation performance. This study contributes to theory by revealing the link between open innovation and dynamic capabilities. The study provides empirical evidence on the capabilities through which effective open innovation can be achieved in a dynamic environment. It also contributes to knowledge to show the effect of open innovation practices on innovation performance in the service context and the differential moderating effects of reconfiguration capabilities. Firms can use insights from this study to identify the relevant capabilities to develop in order to enhance their level of involvement in open innovation practices. The study also offer insights on the open innovation practices that service firms can pursue in order to achieve the desired innovation outcomes.

[EN] The purpose of this thesis is to analyze the innovation strategy and its impact on the "performance" of the knowledge intensive business services, or KIBS. The research is based on the data obtained from the CIS in 2006 provided by Eurostat. The aim of the survey is to quantify the innovative activities of the surveyed firms. The reference period used in the survey are data referred to 2006, the areas of activity (NACE) that have been considered as a population to study, as the sample is from 2006 are referenced to NACE-93, are those which encompass the activities of the KIBS (2174 firms): groups of economic activities: 72, 73, and 74, where T-KIBS (subsample of 1637 firms) corresponding to NACE 72 and 73 and P-KIBS (subsample of 537 firms) corresponding to NACE 74, except for 743 and 742 which are also T-KIBS. The originality of the work lies in differentiating KIBS in (professional) P-KIBS and (technological) T-KIBS. The pattern of innovation is built through the study of the absorption capacity (direct and indirect influence on external sources of knowledge), the size and technological level (separation P and T) on the results of innovation. The results highlight the different behavior in terms of innovation strategies followed by T-KIBS against the P-KIBS, an assimilation to R&D innovators and non-R&D innovators respectively. Confirming how the T-KIBS make more innovations with internal R&D, while the P-KIBS, replacing that internal R&D for the acquisition of equipment (hardware and/or software) in the innovation strategy. While T are closer to innovative R&D, P are identified more with the innovators without R&D. It also shows how the different strategies of KIBS (P and T) influence the internal and external capabilities that shape the pattern of innovation and its influence on the results and types of innovation. / [ES] El propósito de este trabajo es analizar la estrategia de innovación y su impacto en la "performance" de los knowledge intensive business services o KIBS. La investigación se realiza a partir de los datos obtenidos del CIS de 2006 proporcionados por Eurostat. El objetivo de la encuesta es cuantificar las actividades innovadoras de las empresas. El período de referencia utilizado en la encuesta, son datos referidos al año 2006, los sectores de actividad (CNAE) que se han considerado como población para el estudio, como la muestra es del año 2006 son referenciados con CNAE-93, son aquellos que engloban las actividades de los KIBS (2174 empresas): grupos de actividades económicas: 72, 73 y 74, donde T-KIBS (submuestra de 1637 empresas) son CNAE 72 y 73 y P-KIBS (submuestra de 537 empresas) CNAE 74, excepto 743 y 742 que también son T-KIBS. La originalidad del trabajo radica en segmentar los KIBS en (profesional) P-KIBS y (tecnológicos) T-KIBS. El patrón de innovación se construye a través del estudio de la capacidad de absorción (influencia directa e indirecta sobre las fuentes de conocimiento externas), el tamaño y el grado tecnológico (separación P y T) sobre los resultados de la innovación. Los resultados subrayan el comportamiento diferente en cuanto a las estrategias de innovación seguidas por los T-KIBS frente a los P-KIBS, una asimilación a los innovadores I+D y a los innovadores no I+D respectivamente. Confirman cómo los T-KIBS realizan más innovaciones con I+D interna, mientras que los P-KIBS, sustituyen dicha I+D interna por la adquisición de maquinaria (hardware y/o software) en la estrategia de innovación. Mientras que los T se asemejan más a los innovadores I+D, los P se identifican en mayor medida con los innovadores sin I+D. Se demuestra también cómo las diferentes estrategias de KIBS (P y T) influyen en las capacidades internas y externas que conforman el patrón de innovación y su influencia sobre los resultados y tipologías de innovación. / [CA] El propòsit d'aquest treball és analitzar l'estratègia d'innovació i el seu impacte en la "performance" dels knowledge intensive business services o KIBS. La investigació es realitza a partir de les dades obtingudes del CIS de 2006 proporcionades per Eurostat. L'objectiu de l'enquesta és quantificar les activitats innovadores de les empreses. El període de referència utilitzat en l'enquesta, són dades referides a l'any 2006, els sectors d'activitat (CNAE) que s'han considerat com a població per a l'estudi, com la mostra és de l'any 2006 són referenciats amb CNAE-93, són aquells que engloben les activitats dels KIBS (2174 empreses): grups d'activitats econòmiques: 72, 73 i 74, on T-KIBS (submostra de 1637 empreses) són CNAE 72 i 73 i P-KIBS (submostra de 537 empreses) CNAE 74, excepte 743 i 742 que també són T-KIBS. L'originalitat del treball es basa en segmentar els KIBS en (professional) P-KIBS i (tecnològics) T-KIBS. El patró d'innovació es construeix a través de l'estudi de la capacitat d'absorció (influència directa i indirecta sobre les fonts de coneixement externes), el tamany i el grau tecnològic (separació P i T) sobre els resultats de la innovació. Els resultats subratllen el comportament diferent pel que fa a les estratègies d'innovació seguides pels T-KIBS enfront dels P-KIBS, una assimilació als innovadors I+D i als innovadors no I+D respectivament. Confirmen com els T-KIBS realitzen més innovacions amb I+D interna, mentre que els P-KIBS, substitueixen aquesta I+D interna per a l'adquisició de maquinària (hardware i/o software) en l'estratègia d'innovació. Mentre que els T s'assemblen més als innovadors I+D, els P s'identifiquen més amb els innovadors sense I+D. Es demostra també com les diferents estratègies de KIBS (P i T) influeixen en les capacitats internes i externes que conformen el patró d'innovació i la seua influència sobre els resultats i tipologies d'innovació. / Berné Martínez, JM. (2016). ANÁLISIS DE LA ESTRATEGIA DE INNOVACIÓN EN LOS KIBS: MODOS DE INNOVACIÓN PARA LOS P(professional) y los T(technological) [Tesis doctoral]. Universitat Politècnica de València. https://doi.org/10.4995/Thesis/10251/61772

Aus Sicht der Innovationsforschung besteht der Kern eines erfolgreichen Unternehmens aus folgender Formel: Innovative Ideen + Gute Umsetzung = Unternehmenserfolg. Hierbei spielten Service Center in der allgemeinen Managementwahrnehmung bislang eine untergeordnete Rolle. Damit wird ihnen Unrecht getan. Denn im Innovationsprozess stehen die Service Center am Ende des Produktzyklus. Was übersehen wird, ist, dass sie zugleich den Anfang eines neuen Produktzyklus bilden können. Insbesondere da in den Service Centern alle Erfahrungen zusammen laufen - vor allem die der Kunden. Um dieses Missverhältnis zwischen allgemeiner Wahrnehmung und effektiver Bedeutung von Service Centern für den Innovationsprozess herauszuarbeiten und Korrekturmöglichkeiten aufzuzeigen, wurden im Rahmen der Dissertation informationstechnische Methoden und Werkzeuge entworfen, entwickelt und eingesetzt. Am Ende entstand daraus sogar ein eigenes Produkt, das in Kundensituationen eingesetzt werden kann.