Open innovation literature suggests that firms can improve their innovation performance by learning from users, customers, suppliers, universities, research centers. However, the success of such new paradigm is still debatable and literature is searching for its determinants. In particular, the firms’ internal organizational context seems to be crucial to explain the success or failure of open innovation: firms which attempt to leverage partners’ knowledge must design an appropriate internal organization, made of organizational practices and human resources attitudes. Despite this assumption, the firm internal context is still poorly investigated as concerns its role to support open innovation success. Therefore, the aim of this study is to explore the relationships among collaboration behavior, organizational practices, internal collaborative attitudes, thus investigating firms capacity to reach high levels of innovative performance through an open approach. Our study, relied on a survey research developed in Finland, Italy and Sweden, suggests that collaborations with different typologies of partners should be carefully managed, through the development and implementation of organizational and HR practices, in order to foster ambidexterity. In this way both the scientific network (made up of organizations that are not permanently linked in a direct economic sense) and the business networks (made up of partners who belong to a common supply chain or are situated at the same level of a supply chain) allow the achievement of exploitative and explorative innovations: in the former case, only the use of an appropriate and formal set of collaborative practices and employees’ attitude towards openness leads to the development of ambidexterity.

Managing open innovation with scientific and business partners: the mediating role of organizational practices and collaborative mindset in fostering ambidexterity

PELLEGRINI, LUISA
2014-01-01

Abstract

Open innovation literature suggests that firms can improve their innovation performance by learning from users, customers, suppliers, universities, research centers. However, the success of such new paradigm is still debatable and literature is searching for its determinants. In particular, the firms’ internal organizational context seems to be crucial to explain the success or failure of open innovation: firms which attempt to leverage partners’ knowledge must design an appropriate internal organization, made of organizational practices and human resources attitudes. Despite this assumption, the firm internal context is still poorly investigated as concerns its role to support open innovation success. Therefore, the aim of this study is to explore the relationships among collaboration behavior, organizational practices, internal collaborative attitudes, thus investigating firms capacity to reach high levels of innovative performance through an open approach. Our study, relied on a survey research developed in Finland, Italy and Sweden, suggests that collaborations with different typologies of partners should be carefully managed, through the development and implementation of organizational and HR practices, in order to foster ambidexterity. In this way both the scientific network (made up of organizations that are not permanently linked in a direct economic sense) and the business networks (made up of partners who belong to a common supply chain or are situated at the same level of a supply chain) allow the achievement of exploitative and explorative innovations: in the former case, only the use of an appropriate and formal set of collaborative practices and employees’ attitude towards openness leads to the development of ambidexterity.
2014
9788896687048
File in questo prodotto:
File Dimensione Formato  
2014_Laz-Man-Nos-Pell_Managing OI with scien and bus partners_IFKAD.pdf

solo utenti autorizzati

Tipologia: Versione finale editoriale
Licenza: NON PUBBLICO - Accesso privato/ristretto
Dimensione 533.52 kB
Formato Adobe PDF
533.52 kB Adobe PDF   Visualizza/Apri   Richiedi una copia

I documenti in IRIS sono protetti da copyright e tutti i diritti sono riservati, salvo diversa indicazione.

Utilizza questo identificativo per citare o creare un link a questo documento: https://hdl.handle.net/11568/731715
Citazioni
  • ???jsp.display-item.citation.pmc??? ND
  • Scopus ND
  • ???jsp.display-item.citation.isi??? 0
social impact