本論文研究探索在有外部資源幫助的內部創新過程中，管理者需調整和注意內部組織文化上的哪些要素，以利於內部創新之成效與產出。研究者透過對相關文獻進行研究，全面了解研究問題，並制定出相應的個案研究框架。選取台灣某公司合作創新專案中某創新團隊作為研究對象，使用訪談、觀察等方式蒐集個案信息，並採用質性個案研究法進行研究。本論文研究發現：在內部創新過程中，影響創新團隊的組織文化及創新行為之最主要因素在於團隊直屬主管；直屬主管對專案團隊支持程度、授權程度、不確定性容忍程度和進展檢視頻繁程度對團隊創新成效有很大影響；為更好地配合外部資源的幫助，直屬主管需在組織內部建立配套的知識管理制度和相應獎勵機制；直屬主管應注重創新團隊各成員企業家精神的保持並在創新決策過程中相信團隊的價值、參考基層員工的意見。在合作創新過程中，創新顧問透過影響組織精神文化進而影響團隊創新行為，最終影響合作創新成效。據此，論文研究提出六點實務建議和兩點後續研究建議，以供未來相關實務領域人員及研究者進行參考。 / In this paper, the researcher explores that to contribute the internal innovation outputs, what organizational culture elements should be adjusted in the process of co-creation. Through the study of relevant literature, the researcher has a comprehensive understanding of the research questions, and develops the corresponding case study framework. An internal innovation team in a co-creation project of a Taiwan corporation is selected as the research object, using interviews, observation and other methods to collect the case information, and the qualitative case study method is used. The paper shows: 1. In the internal innovation process, the main influencing factor of innovation team’s organizational culture and innovation behavior is the direct leader. 2. The extent to which the manager supports the project team, the degree of authorization, the degree of uncertainty tolerance and the frequency of progress checking have great influence on the team innovation performance. 3. To better cooperate with the help of external resources, the direct leader need to establish a knowledge management system and the corresponding incentive mechanism. 4. The direct leader should pay attention to keep the entrepreneurship of each team member at a high level, believe in the value of the team and listen to the opinions of the staff in the process of innovation decision-making. 5. In the process of collaborative innovation, the innovation consultant influences the team innovation behavior through the influence of the organizational culture, and finally affects the effectiveness of collaborative innovation. Accordingly, this paper puts forward six practical suggestions and two follow-up research suggestions for future related practitioners and researchers.

Abstract Title: The relationship between Open innovation and Swedish forest companies - Why do Swedish forest companies choose to either implement or to not implement Open innovation? Course: 2FE897, Master`s thesis in Entrepreneurship, Department of Business Studies. Key Words: Open innovation, closed innovation, innovation process, collaborative innovation, Swedish forest companies.  Purpose: Aims to identify the reasons why or why not Swedish forest companies implement open innovation, but also to find out if there is an ideal open innovation form among Swedish forest companies. Methodology: Abductive approach and qualitative method. Semi structured interviews areconducted with managers from five Swedish forest companies and one startup. Theoretical perspectives: We collected and created a theoretical framework based on open and closed innovation models. We will also bring up different forms of open innovation. Empirical foundation: The empirical data in this thesis are based on our semi structured interviews. Conclusions: Companies prefer a mix of open and closed innovation. Why companies use Open innovation: cost effective, more efficient, boost brand reputation and remain competitive with external knowledge. Why companies continue to use closed innovation: Easier to measure results, keep control, manage and estimate budgets. Collaborative innovation is concluded to be the ideal open innovation form.

Made available in DSpace on 2016-04-25T16:45:27Z (GMT). No. of bitstreams: 1 Ana Elisa Martins Pacheco de Castro.pdf: 671895 bytes, checksum: 7a0eca6d9a61dad47a8a9c482281c8a7 (MD5) Previous issue date: 2010-05-11 / Coordenação de Aperfeiçoamento de Pessoal de Nível Superior / While companies compete directly in the same industry, this does not mean that innovate in the same way. With this the search for partnerships has been identified as a common practice among companies perceived as effective and internalization of R&D, strategic before, is giving way to new forms open collaborative. Understanding how companies manage the open knowledge for sustainable competitive advantage is the central question of this research. Because it is a subject little explored in Brazil, there is little clarity about the types of knowledge shared within the open collaborative networks. This makes it necessary to broaden knowledge about collaboration and knowledge. To increase this understanding, this research will present a single case study, conducted in a leading company in its industry, which funded its business model on open innovation. The research was made possible by the innovative adaptation of the organization's two conceptual models: a collaboration that helped in the classification of innovative internal staff and listed the characteristics of each one, and another of knowledge, which evaluated the types of knowledge shared between actors open innovation with the aim of seeking to relate the success of the company's innovative model of the nature of knowledge among innovative agents affairs. The results indicated that the dynamics of knowledge happens through the exchange of knowledge hierarchy. Companies that make use of open innovation are inserted at specific times of the spiral of knowledge of the community of practice and implement innovations, and generally incremental, depending on the model established by communities of practice. Note, therefore, the existence of managerial implications for the use of open innovation. It is expected that the results of this study provide knowledge to advance the studies on knowledge management in open innovation / Embora empresas concorram diretamente na mesma indústria, isto não significa que inovam da mesma forma. Com isto, a busca de parcerias tem sido identificada como uma prática comum entre as empresas tidas como eficazes e a internalização do P&D, antes estratégica, vem cedendo lugar a novas formas colaborativas abertas. Entender como as empresas gerenciam o conhecimento aberto para obter vantagens competitivas sustentáveis é a questão central desta pesquisa. Por ser um assunto pouco explorado no Brasil, há pouca clareza sobre os tipos de conhecimento compartilhados dentro das redes colaborativas abertas. Isto faz com que seja necessário aumentar os conhecimentos gerais sobre colaboração e conhecimento. Para aumentar este entendimento, esta pesquisa apresentará um estudo de caso único, realizado em uma empresa líder em seu setor de atuação, que fundamentou seu modelo de negócios sobre a inovação aberta. A pesquisa foi viabilizada pela adaptação do modelo inovador da organização a dois modelos conceituais: um de colaboração, que auxiliou na classificação dos agentes inovadores internos e elencou as características de cada um, e outro de conhecimento, que avaliou os tipos de conhecimento compartilhado entre os atores de inovação aberta com a finalidade de buscar relacionar o sucesso do modelo inovador da empresa à natureza do conhecimento compartilhado entre agentes inovadores internos. Os resultados indicaram que a dinâmica do conhecimento acontece por meio da troca hierarquizada de conhecimentos. As empresas que fazem uso da inovação aberta se inserem em momentos específicos da espiral do conhecimento da comunidade de prática e executam inovações, de um modo geral incrementais, dependentes do modelo estabelecido pelas comunidades de prática. Nota-se, portanto, a existência de implicações gerenciais para utilização da inovação aberta. Espera-se que os resultados deste estudo forneçam subsídios para avançar os estudos sobre a gestão do conhecimento em inovação aberta

Made available in DSpace on 2016-03-15T19:25:55Z (GMT). No. of bitstreams: 1 Marcia Amorim Santos.pdf: 2784839 bytes, checksum: 737841f79a10611fa48fdd45afbc767c (MD5) Previous issue date: 2012-08-31 / Fundo Mackenzie de Pesquisa / Innovation can be a variable in order to increase growth and business performance. Therefore, many companies proactive to constant market changes, to access complementary assets, satisfy customers and pursue growth and sustainable competitive advantage are practicing open innovation, which is a new paradigm that uses techniques and tools to develop a network of collaborative innovation. According to the assumptions of open innovation, companies can seek and develop resources for enterprises in innovation, internally or externally, regardless of their location; in addition, they can use internal and external paths for its commercialization, considering the value capture and generation. Thus, open innovation has become the cornerstone for this study that sought to identify strategies for innovation and growth applied by Brazilian companies in the metallurgical sector in order to identify it (open innovation) as a factor that contributes to growth. To that end, we have adopted a strategy of exploratory and qualitative research. For data collection, in-depth interviews were used with executives from six companies in the metallurgical sector in Brazil. It was concluded that companies in the Brazilian metallurgical sector adopt open innovation for prospecting radical innovations and exploitation of incremental innovations that include partnerships with customers and universities, internal R & D and strategic alliances with national and international companies, projected on their growth strategies for product development and business diversification, with internal and external mechanisms. It is worth noting that these companies do not adopt the approach in its fullness, not taking advantage of the various possibilities for the search and acquisition of resources, and especially their forms of marketing, thus not getting more benefits with this approach and limiting its growth. One can also show that the market conditions and the strategic profile of the companies influence the strategic choices regarding the adoption of more open and flexible strategies for business opportunities. / A inovação pode ser uma variável para incrementar o crescimento e o desempenho empresarial. Por isso, muitas empresas proativas às mudanças constantes do mercado, para acessar os ativos complementares, satisfazer os clientes e buscar o crescimento e a vantagem competitiva sustentável, estão praticando a inovação aberta, que é um novo paradigma que utiliza técnicas e ferramentas para o desenvolvimento de uma rede de inovação colaborativa. Segundo os pressupostos da inovação aberta, as empresas podem buscar e desenvolver os recursos para os empreendimentos em inovação interna ou externamente, independentemente de sua localização; além disso, podem utilizar caminhos internos e externos para a sua comercialização, tendo em vista a captura e geração de valor. Dessa forma, a inovação aberta tornou-se a pedra angular para este estudo, que buscou identificar as estratégias de inovação e de crescimento praticadas pelas empresas do setor metalúrgico brasileiro a fim de identificá-la (inovação aberta) como fator que contribui para o crescimento. Para tanto, foi adotada uma estratégia de pesquisa exploratória e qualitativa. Para a coleta de dados, foram utilizadas entrevistas em profundidade com executivos de seis empresas do setor metalúrgico brasileiro. Concluiu-se que as empresas do setor metalúrgico brasileiro adotam a inovação aberta para a prospecção de inovações radicais e exploração de inovações incrementais, que abarcam parcerias com clientes e universidades, P&D interno e alianças estratégicas com empresas nacionais e internacionais, projetadas em suas estratégias de crescimento de desenvolvimento de produtos e de diversificação dos negócios, com mecanismos internos e externos. Cabe destacar que essas empresas não adotam a abordagem em sua plenitude, deixando de aproveitar as diversas possibilidades para a busca e aquisição de recursos, e principalmente suas formas de comercialização, deixando, portanto, de obter maiores benefícios com essa abordagem e limitando seu crescimento. Pôde-se evidenciar também que as condições do mercado e do perfil estratégico das empresas influenciam as escolhas estratégicas quanto à adoção de estratégias mais flexíveis e abertas às oportunidades de negócios.

All levels of society, individuals, businesses and governments, must be involved in order to reverse the unsustainable path that society is currently on. Though much has been written about what needs to be done, there is much less literature on how to do it. This study attempts to start filling this gap. This paper is focused on the Vision 2050 report which acknowledges the role businesses have in moving society towards sustainability. The Vision 2050 report which was released by the World Business Council for Sustainable Development explores the current reality business is facing and the opportunities that are available for them to incorporate sustainability into the mainstream of their business. The study examines how businesses can begin to integrate sustainability into their company’s operations and services, using the report for inspiration and the Framework for Strategic Sustainable Development as guidance. A suggested approach is presented in the form of an implementation guide, which can be used by business to help them navigate their organization, collaborate with others and to develop an action plan as they work to integrating sustainability into their operations

Background: Innovation is widely recognized to be instrumental for the sustained competitiveness of businesses, including family businesses. However, many family firms are unable to achieve innovation on their own, necessitating the shift towards collaborative innovation. Yet, due to the overlap of family and business, innovation in family firms is characterized by the so-called“innovation paradox” where family firms usually possess a greater ability to innovate but lack the willingness to do so. Accordingly, considerable attention has been given to the factors that affect the willingness of family firms in an attempt to understand and possibly resolve the innovation paradox. Purpose: The purpose of the present study is to explore how the degree of family involvement in the top management team (TMT) influences the family firm’s willingness to engage in collaborative innovation and how that influences the preferred type of collaborative innovation. By exploring the link between the degree of family involvement in TMT and the willingness in the context of collaborative innovation, our study aims to contribute to a deeper understanding of the innovation paradox associated with family businesses, and thereby offer important insights to practitioners, both from the family and non-family perspective. Method: Our methods were based on qualitative research with an exploratory research design and multiple case-study methods of eleven family firms. Through semi-structured interviews with both family and non-family TMT members, we gained insights into the role of family influence on family firms. We also used a cross-case analysis to compare the cases and indicate similarities and differences in order to draw our conclusions. Conclusion: The results of the study show that the degree of family involvement in the top management teams influences the family firms’ willingness to engage in collaborative innovation. Depending on the degree of family involvement as represented by the respective configurations, five patterns of influence manifestations (IM) are identified.

No description available.

The inter-firm cooperation between partner companies is a central element of most business models in an open innovation perspective. A closed innovation approach cannot be effective anymore, and most of the companies have been trying to embrace open innovation concepts by developing various types of interorganizational ties with a diverse range of partner companies. Building a solid cooperative model with partner companies is becoming vital success factor in an increasingly competitive global market. Companies are required to build teams with other partner companies in order to develop or internalize new technologies, and commercialize new products, and to remain technologically competitive. In this context, this research focuses to develop a structured framework of organizational challenges and challenge management model in collaborative innovation projects in inter-organizational relationship. In order to achieve these goals, the key organizational challenges in cooperate with partner companies and root causes of them are defined and analysed. Furthermore, challenged management programs are analysed based on the framework developed in this research. The result of this study support for readers to gain a comprehensive understanding on organizational challenges in open innovation. Furthermore, it also provides managerial implications in terms of challenge management in a collaborative innovation project. / Samverkan mellan partnerföretag är ett centralt element i de flesta affärsmodeller sett från ett öppet innovationsperspektiv. En sluten innovationsprocess är inte längre effektiv och de flesta företag, framförallt företag i högteknologisk industri, har anammat en öppen innovationsprocess genom att utveckla olika typer av samarbeten med ett brett urval av partnerföretag. Att bygga en solid samarbetsmodell med partnerföretag är en vital framgångsfaktor i en alltmer konkurrensutsatt global marknad. Företag bör bygga team med andra partnerföretag för att utveckla eller internalisera nya teknologier samt kommersialisera nya produkter för att förbli tekniskt konkurrenskraftiga. Denna studie ämnar utveckla en strukturerad modell för hantering av organisatoriska utmaningar i innovationsprojekt mellan företag. Genom en fallstudie på Samsung Electronics, definieras och analyseras de viktigaste utmaningarna i samarbetsprojekt samt dess bakomliggande orsaker. Vidare analyseras etablerade teorier för hantering av utmaningar inom öppen innovation baserat på modellen som utvecklats i studien.

In this thesis, we present a review of the current practices of user involvement. Different methods and tools have proliferated for user-involvement, however, to comprehend the explicit features of a small and medium-sized web-based platform service companies, we contrast our findings with previous experiences and research of user involvement in big companies. In the basis of the aforementioned, we identify methods and contexts that may be appropriate in the context of small and medium-sized web-based platform service companies. Mainly, we reviewed the research field of: user-involvement and new service development.   The central purpose of this study is to determine how do small and medium-sized web-based platform service companies utilize the process of the user involvement across the stages of new service development. Building on previous researches, we suggested that there are different methods to consider under the service development stage (i.e. ideation, development and testing). These methods are grouped under the following terms user-involvement ecosystem, user-involvement interactions, user-involvement platform and user-involvement personnel. The aforementioned methods are suggested to help web-based platform service companies utilize user involvement across the new service development stages. This study is of qualitative nature with a deductive approach. We conducted eight semi-structured interviews in order to get insights from high-level managers responsible of the user-involvement process. All the small and medium-sized companies operated in the service sector and provided a web-based platform. The theoretical framework was utilized in order to analyze the empirical data gathered. We used thematic analysis for our deductive study approach, to interpret the gathered material in order to conclude the results and answer the research question.   Our results revealed that in the ideation and development stages the following is vital: involving lead-users or those who are tech-savvy and tolerant to ambiguity, educating users to familiarize them with the company’s system, moderate rules and structure, mixing focus groups, encouraging user-to-user communication, small number of participants, multi-media approach and online tools, and encouraging idea hunting culture among company’s staff. However, in testing the following is recommended: involving average-users or those who are open-minded and tolerant to risk and innovation, unifying goals and common view by tangibilizing the service, setting rules and regulations for testing the service, having permanent interactions with users, and large number of participants. Finally, it is important to ensure a close relationship, transparency, motivation, face-to-face interactions, and to have an entrepreneurial leader to oversee the whole process across all the former three stages of NSD. To improve on this study, we would recommend the investigation on the user perspective to gain insights on their views of the process of user-involvement across the NSD, as they are directly involved in the development of a new service. Hence, a more extensive research on the user-involvement in web-based platform service companies on both, internal and external facets instantaneously would be of great significance.

公共部門的組織運作相較於過去，正處在更為不穩定和動盪的環境之中，公部門必須提高其「創新」的能力以為因應，並由於治理網絡形式的顯現，也更加強調公部門創新的重要性。面對當前許多充滿高度複雜與棘手的公共問題，我們不僅需要公共創新的新途徑，同時也要為許多問題的解決方案提出必要的工具。無疑地，吾人必須關注如何透過治理網絡中行動者間的協力，即是公共管理者、民選官員、企業、非營利組織等行動者的協力，用以強化公共創新，因此，「協力創新」可以說是當前公部門創新的重要議題，同時也是公部門面對網絡治理亟欲尋求的新方法。簡言之，欲探究的「協力創新」，則是指以網絡為基礎的協力，促進治理過程中公部門的創新。 本研究主要聚焦在公共部門協力創新的理論與實務的討論，以下述兩個關鍵重點做為討論的主軸：一、重點是針對「公共部門的創新」，而非一般所談論的企業創新；二、著重於「跨部門間或網絡協力」的創新，並非單一組織內部的創新。研究問題包括：何謂是在公部門的協力創新？協力創新的過程需要具備哪些條件？網絡中的行動者如何透過協力過程以導引出創新？協力創新呈現的樣貌或結果為何？對文化行政機關而言，文化創意產業政策之推動，對文化行政官僚的協力創新經驗有何特殊性？協力創新的過程有何困難？如何克服這些障礙，以驅動協力創新？ 儘管公部門透過跨部門、跨組織的協力創新研究還處在發展萌芽的階段。在實務上，公部門必須審時度勢，在協力過程中透過制度設計，與行動參與者進行有效溝通、建立信任，並證明展現其領導、協調和整合的能力。因此，本研究關注協力創新在公部門的應用，一方面提出整合自公部門創新、協力治理文獻而發展出來的理論架構，另一方面也針對文建會在推動文化創意產業政策運用協力創新的過程和經驗，進行質化的實證研究，以提供公部門有關協力創新應用之理論面與實務面相互印證的機會。 研究發現公部門創新必須致力於創造更多的公共價值；政治的推力、回應外部發展趨勢、核心職能外新增業務的壓力、尋求和匯集外部資源、創造有利創新的組織文化是公共組織內外環境中存在激發協力創新的驅動因素；而網絡治理的領導能力、多層次與橫向溝通平台、互惠的信任關係基礎、良性的創新循環等是影響協力創新過程的關鍵因素；公部門適當的制度設計有利於協力創新的發展；協力創新的多元價值結果亦呈現出不同的創新類型。最後，本研究也針對協力創新的實務應用、制度設計及組織運作、文化創意產業推動方面提出若干建議。 / The importance of strengthening innovation in the operation and organization of the public sector is highlighted by both today's increasingly variable environment and the emergence of governance networks. The many complex and wicked problems that are currently encountered in civil sector indicates a need not only to innovate, but also to come up with necessary tools for solving multiple problems. No doubt the primary focus should be on uniting efforts among actors in governance networks, namely civil sector managers, elected officials, businessmen, and non-profit administrators, in order to strengthen public sector innovation. For these reasons, collaborative innovation is an important topic in public sector innovation and an anxiously pursued new method as the public sector faces collaborative governance. Moreover, collaborative innovation is network-based collaboration that promotes innovation in the public sector governance process. This study primarily focuses on theories of public sector collaborative innovation and discussions of actual practice in the field. The study revolves around two key points: a focus on public sector innovation as opposed to commonly discussed business innovation, and innovation in cross-sector collaboration or network-based collaboration as opposed to innovation within a single organization. Questions addressed in this study include: What is meant by public sector collaborative innovation? What are the prerequisites for collaborative innovation processes? How do actors within a network lead innovation through collaborative processes? What are the features or results of collaborative innovation processes? What special experiences have administrators of cultural bureaus had promoting cultural and creative industry policies with collaborative innovation? What difficulties are encountered during processes of collaborative innovation? How can these difficulties be overcome in order to spur collaborative innovation? Research of cross-sector and transorganizational collaborative innovation in the public sector is still in its developmental stages. Each collaborative process must be assessed through system design to ensure effective communication and the establishment of trust, as well as to verify leadership, coordination and integration capabilities. Therefore, this study concerned with the application of collaborative innovation in the public sector first constructs its theoretical framework on extant literature in the fields of public sector innovation and collaborative governance, and secondly is directed at the Council for Cultural Affairs use of collaborative innovation in its policies that promote cultural and creative industries. This study employs qualitative empirical research to provide opportunities for mutually verifiable theoretical and practical collaborative innovation applications related to the public sector. Results of this study suggest that innovation in the public sector should be directed at creating more public value. Governmental influence, response to external trends, pressure added by work extrinsic to core functions, the collection of external resources and organizational culture cultivating beneficial innovation are all factors that drive collaborative innovation in and around public organizations. Network governance leadership ability, forums for both horizontal and vertical communication, foundations of mutually beneficial trust, and healthy innovation cycles are all influential factors in collaborative innovation processes. Appropriate organizational design in the public sector spurs the development of collaborative innovation, and the manifold values of collaborative innovation result in different innovative forms. Finally, this study aims to make recommendations for the practical application, organizational design and operation of collaborative innovation, and the promotion of cultural and creative industries.