While interest in the open innovation model is still growing, limitations in its scope and application are starting to become evident. The findings of the study present a nuanced and tempered view of open innovation at the project level. The study indicates that, at the project level, the benefits of an open innovation strategy can be maximised and its limitations can be overcome by focusing on the three dimensions of ‘openness’ (breadth, exploration and depth), and by implementing the strategy following the principles of contingency theory. The study’s main theoretical contribution rests on the development of a contingency theory of inbound open innovation at the project level. A first set of empirical results, based on a survey of 205 new product development (NPD) projects in the manufacturing sector in the UK, suggests that the type of innovation (incremental and radical innovation) and the strength of the appropriability regime are key contingencies, which influence an open innovation strategy at the project level. A second set of empirical results, obtained from a case study at Jaguar (UK), illustrates that further contingencies occur in the course of radical innovation projects. The decision to adopt an open or closed innovation strategy is influenced by the interaction between three key contingencies: the stages of the new product development process, the strength of the appropriability regime and the informal appropriation instrument (secrecy).
| Identifer | oai:union.ndltd.org:bl.uk/oai:ethos.bl.uk:568588 |
| Date | January 2012 |
| Creators | Bahemia, Hanna |
| Contributors | Squire, Brian; Cousins, Paul |
| Publisher | University of Manchester |
| Source Sets | Ethos UK |
| Detected Language | English |
| Type | Electronic Thesis or Dissertation |
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