This thesis amends some existing theoretical gaps and an overall lack of empirical studies regarding the ways R&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&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.
| Identifer | oai:union.ndltd.org:UPSALLA1/oai:DiVA.org:hh-6107 |
| Date | January 2010 |
| Creators | Altmann, Peter, Kämpe, Oskar |
| Publisher | Högskolan i Halmstad, Sektionen för ekonomi och teknik (SET), Högskolan i Halmstad, Sektionen för ekonomi och teknik (SET) |
| Source Sets | DiVA Archive at Upsalla University |
| Language | English |
| Detected Language | English |
| Type | Student thesis, info:eu-repo/semantics/bachelorThesis, text |
| Format | application/pdf |
| Rights | info:eu-repo/semantics/openAccess |
Page generated in 0.0011 seconds