Suchergebnisse

PurposeThe purpose of this paper is to devise a scorecard providing a suite of indicators that give innovation managers a value-oriented, fast but holistic view of open innovation (OI) adoption in their organisations.Design/methodology/approachThe theoretical framework is built after a thorough review of OI literature. The managerial tool is developed from the theoretical framework, constructing indicators that can be easily generated by processing data within information systems of companies.FindingsThe scorecard provides a multi-dimensional conceptualisation of OI adoption in organisations, investigating environment, collaboration and importing/exporting mechanisms. Six indicators are defined: innovation funds, OI employees, collaboration costs, collaboration revenues, importing costs and exporting revenues.Research limitations/implicationsThe devised tool enables the assessment of openness through objective and available data, systematically updated within the information systems of companies and, hence, easily exploitable by innovation managers. In order to meet such conditions, several aspects emerged from the literature review, although relevant, were left out.Practical implicationsThree dashboards can be derived by exploiting the information available in the scorecard. With the use of such tools innovation managers can both assess the open behaviours of their companies – identifying the trajectories to follow in order to improve performance – and benchmark different OI practices either inside or outside the organisation.Originality/valueThe scorecard allows innovation managers both to carry out a cost-benefit analysis, evaluating if their organisations are effectively and efficiently generating outputs from OI with the committed resources, and to identify a virtuous circle between the company's commitment and reputation, joint development, and innovation market opportunities.

PurposeThe purpose of this paper is to provide a patent-based framework for investigating the effect of previous and current open innovation (OI) adoption on firms' knowledge management strategies and type of innovation output.Design/methodology/approachPatent data are employed for gauging innovation practices, exploitation vs exploration strategies, specialization vs diversification choices and type of innovation. The study is performed on a sample of 1,280 patents granted to 66 top R&D spending bio-pharmaceutical companies. The year of analysis is 2010.FindingsThe previous recourse to specific innovation practices influences the current practice selection. R&D collaboration, outsourcing and mergers and acquisitions are employed to pursue exploration. Past purchase of patents increases the likelihood to achieve architectural and radical innovation in current activities.Research limitations/implicationsThe work recommends the use of patent data to gauge many key elements for knowledge and innovation management. Results exhort scholars to investigate innovation practices at the knowledge domain level in order to detect specific behaviors.Practical implicationsThe study provides a methodology for supporting decision-makers in assessing firms' OI adoption, also performing the benchmark with competitors and R&D partners. Given the high computational effort required for applying the methodology, the authors are planning to give access to the software specifically developed for this study.Originality/valueThe work contributes to the current debate considering the effect of a combination of innovation practices on knowledge management strategies and type of innovation output, with a particular focus on OI activities. Moreover, the separation between the impact of previous and current innovation practices provides useful insights.

PurposeThe paper presents a research methodology that could be used to carry out a systematic literature review on the current state of the art of the technological development in the field of the digitalization and unphysicalization of supply chains (SCs). A three-dimensional conceptual framework focusing on the relationship between Digital Technologies (DTs), business processes and SC performance is presented. The study identifies the emerging practices and areas of SC management that could be positively affected by the implementation of DTs. With this in mind, the emerging practices have a high probability to be considered future best practices.Design/methodology/approachA systematic literature review was conducted on DTs in SC management. The methodology used aims to algorithmically and objectively standardize the information incorporated into thousands of scientific documents. Selected papers were analyzed to investigate the recent literature on SC digitalization and unphysicalization. A total of 87 DTs were selected to be analyzed and subsequently grouped into 11 macro-categories. 17 business processes linked to SC management are taken into account and 17 different impacts on SC management are presented. From a set of 1,585 papers, 5,060 emerging practices were collected and singularly summarized combining DT, business process and impact on SC performance.FindingsA unique analytical perspective provided represents an important evolution when trying to organize the current literature on SC management. The widely used DTs in the practices and the most considered business processes and impacts are highlighted and described. The three-dimensional conceptual framework is graphically represented to allow for the emergence of the best combinations of DT, business process and impact on SC performance. These combinations suggest the most promising areas for the implementation of the emerging practices for SC digitalization and unphysicalization. Additional findings identify and define the most important contexts in which Big Data contributes to SC performance.Originality/valueThe research methodology used is offering progress through which to systemize the current practices as well as detect the potential of digitalization and unphysicalization under the three-dimensional conceptual framework. The paper provides a structured proposal for promising future research directions, assuming that the five research gaps as findings of this research could be the basis for prescriptions, as well as a future research agenda and theory development. Moreover, this research contributes to current managerial issues concerning SC management, referred to data and information management, efficiency and productivity of SC processes, market performance, SC relationship management and risk management in SC.