Perspective: Leveraging Open Innovation through Paradox
Research output: Contribution to journal › Journal article › Research › peer-review
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Perspective: Leveraging Open Innovation through Paradox. / Dragsdahl Lauritzen, Ghita; Karafyllia, Maria.
In: Journal of Product Innovation Management, Vol. 36, No. 1, 01.2019, p. 107-121.Research output: Contribution to journal › Journal article › Research › peer-review
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TY - JOUR
T1 - Perspective: Leveraging Open Innovation through Paradox
AU - Dragsdahl Lauritzen, Ghita
AU - Karafyllia, Maria
PY - 2019/1
Y1 - 2019/1
N2 - In search of fresh ideas, firms increasingly engage with external contributors in open innovation collaborations. However, research has found that such collaborations frequently fail, and has pointed to conflicting demands of control and openness. On the one hand, firms want controlled and selective participation, clarity of purpose, and a choice of ideas based on their own current capacity and value appropriation strategies. On the other, their external contributors tend to want open and unfettered participation, the creative potential of the idea per se, and unrestricted knowledge sharing. This article proposes to shift the conceptual frame from looking at the tensions between control and openness as problems to looking at them as synergies. Drawing on the literature of open innovation and organizational paradox, this article contributes a novel perspective on open innovation that suggests how firms can leverage open innovation collaborations through paradox by combining practices based on differentiation and integration.
AB - In search of fresh ideas, firms increasingly engage with external contributors in open innovation collaborations. However, research has found that such collaborations frequently fail, and has pointed to conflicting demands of control and openness. On the one hand, firms want controlled and selective participation, clarity of purpose, and a choice of ideas based on their own current capacity and value appropriation strategies. On the other, their external contributors tend to want open and unfettered participation, the creative potential of the idea per se, and unrestricted knowledge sharing. This article proposes to shift the conceptual frame from looking at the tensions between control and openness as problems to looking at them as synergies. Drawing on the literature of open innovation and organizational paradox, this article contributes a novel perspective on open innovation that suggests how firms can leverage open innovation collaborations through paradox by combining practices based on differentiation and integration.
U2 - 10.1111/jpim.12474
DO - 10.1111/jpim.12474
M3 - Journal article
AN - SCOPUS:85054902830
VL - 36
SP - 107
EP - 121
JO - Journal of Product Innovation Management
JF - Journal of Product Innovation Management
SN - 0737-6782
IS - 1
ER -
ID: 241439134