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The rapid spread of the COVID-19 pandemic and the associated infection control measures imposed by governments caused a major disruption to traditional workflows, leading to an immense increase in remote work. At the same time, innovation activities became more collaborative and digitalized than ever before, as firms worldwide were forced to shift from physical to virtual innovation spaces literally overnight and suddenly had to adapt and practice "remote innovation”. By means of a systematic literature review based on 80 selected articles, this paper contributes to the academic discussion in three ways: First, the paper explores the synthesis between open innovation and remote work and uncovers a set of necessary determinants that form the basis for practicing remote innovation. Second, the paper offers a conceptual framework based on Chesbrough's open innovation model and extended by various determinants of open innovation in a remote work environment to provide initial advice to managers on how to innovate in times of social distancing. Third, the study concludes by identifying several promising areas for future research in the field of remote innovation management, a hitherto under-researched but highly topical field.
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Innovation has never been as important as it is now to solve the problems caused by COVID-19 and the socioeconomic crisis. In this context, and within the framework of an economy based on knowledge and change, economic and social agents need open innovation to generate competitiveness and development. For their part, universities need to increase technological production as a source of innovation. In the literature there are models of innovation, but they do not present a method to move from basic to technological research. Aim of this work was to fill, in part, this gap. Under the qualitative approach, the Open Innovation model, the Technological Maturity Levels method and the Pedagogical Accompaniment model were selected to develop a post-COVID-19 route to intensify innovation. The article contributes to knowledge with a methodology that allows expanding the performance of researchers and raising the technological level of universities towards competitiveness. © 2023, The Author(s), under exclusive license to Springer Nature Singapore Pte Ltd.
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Objective and interest of the work: This study focuses on the application of artificial intelligence in the tourism sector to improve the consumer experience in a significant way through the work developed by different organizations to increase social innovation. The objective of the study is, on the one hand, to present an analysis of the literature to determine good practices in the sector, and on the other hand, to analyze data about the tourism sector based on models of collaboration between Administration, Universities and the State to promote innovation in the commitment to sustainable models. Methodology design: S e conducted an analysis of experiences that demonstrate the existence of collaborative practices promoted by different public and private institutions to promote the use of technology in the tourism sector. A compilation of secondary sources was carried out to gather information on these initiatives. Results: The work shows that the topic is of interest to the scientific community and compiles the practices in Spain linked to the interest of organizations that are committed to new initiatives that help the competitiveness of tourism in Spain, with the use of artificial intelligence in the reality of the sector being incipient. Practical implications: New trends in technology are being applied in the growing and sustainable recovery of tourism over the long term in the wake of the numbers left by the COVID-19 pandemic. This is the fruit of a new school of thought that emphasizes cooperation for social progress.
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Changing societal demands, climate change, and ecological transition lead companies to modify their practices to integrate social and environmental concerns. However, some businesses are born to be sustainable and thrive in today's economy. Indeed, their creators are sustainable entrepreneurs who see opportunities in social and environmental issues. This article studies the constituent elements of these companies: disruptive strategy, social product innovation, and digitalization of processes. An in-depth case study of the iconic company Patagonia identifies the main managerial practices that make up sustainable entrepreneurship. The most remarkable ones are: (1) ability to make radical choices contrary to the most common, supposedly more profitable practices;(2) integration of suppliers as true long-term partners;(3) open sustainable product innovation to achieve excellence in simplicity;and (4) environmental activism to convince others to adopt the same practices.
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SMEs, including cultural and creative firms, are encountering increasingly difficult obstacles in today's competitive landscape. In particular, during the COVID-19 pandemic, these SMEs had to confront significant challenges that endangered their survival, requiring a shift in their business model. Many successful firms responded to this crisis by adopting business model innovation (BMI) as a strategic solution. The pandemic also emphasised the importance of sustainable practices and the necessity to enhance readiness for and responsiveness to future challenges. This study proposes examining Sustainable Business Model Innovation in the light of the Theory of Planned Behavior. While some studies have explored BMI through the TPB framework, we expand the interpretative schema by introducing an additional predictor: the influence of open innovation ecosystem partnerships. From an open innovation perspective, the new construct proposes how peer professional organisations and technological clusters play a significant role in managers' intentions to implement SBM. A purposive sample of 122 Spanish cultural and creative firm managers and business owners was surveyed and analysed using PLS-SEM. The data collected supports the model and supports the prominent role of open innovation environments as a mediation effect of the intention to implement a sustainable and innovative business model. The study adds new insights into the theoretical framework to better understand the implementation of sustainable business models' innovation actions, with specific support for the role of open innovation ecosystems such as professional organisations and technological clusters. Practitioners and open innovation ecosystem promoters can gain new clues for initiatives to promote the diffusion of innovations among creative and cultural SMEs.
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Driven by recent calls for more research that examines forms of crowdsourcing used to address social challenges, in this article, we contribute to the broader literature on open innovation and crowdsourcing by investigating how crowdsourcing platforms enable the transformation of crowd-based resources. We have focused on initiatives with broader social purposes, rather than those that are for-profit and single firm-driven, where the resulting resources are usually solely controlled by a specific organization. By analyzing 19 crowd-based initiatives with a similar context—responding to the coronavirus disease pandemic—we studied a variety of initiatives and identified three distinct types of crowdsourcing platforms that enable resource transformation: resource pooling;resource cocreation;and resource enabling beyond the platform boundaries. We depict how access to and control of resources vary across initiatives. We have framed our contribution as crowd-resourcing, providing a reference model for the design of platforms based on the type of involvement and expected degree of resource transformation. IEEE
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The Covid-19 pandemic has put the world in a serious crisis by damaging the functioning of many systems (i.e.,health, economy, trade). Online communities have also tried to find solutions to minimize the negative effects caused by the Covid-19 pandemic. One of these communities conducted a program in Turkey to minimize the risky effects brought by the COVID-19 pandemic. The program took place over a three-month period (April 2020 to June 2020) during the open innovation platform powered by innoCentrum. In this process, an accelerator program was carried out to gather, evaluate, and implement innovative ideas. During the evaluation phase of an idea, the assessments of other entrepreneurs who submitted ideas were also taken into consideration by a rating system. The aim of this study is to reveal whether there is a relationship between the contribution levels of crowds (entrepreneurs) and the best ideas selected during the evaluation phase. While the result of the study shows that there is a significant relationship between the average scores given by the crowds with the scores given by the mentors who mainly evaluated the ideas, there is no significant relationship between the number of crowds' comments and the number of crowds' vote with the scores given by the mentors. © 2022 IEEE.
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Faced with dramatic pressures connected with COVID-19, the health systems were challenged by the need of providing care to COVID-19 patients, without jeopardising the lives of physicians. Telemedicine was a candidate solution, but just having a well-performing technology is not enough. Theoretical models on technology adoption alert that to be effectively and timely adopted, technology – e.g. telemedicine – has to be accepted. In this article, we investigate the innovation journey of a firm (Firm A) that designed and developed a telemedicine platform, collaborating with different actors – adopters (physicians, nurses and patients) and health decision-makers – according to an open innovation (OI) approach. During the COVID-19 emergency, Firm A has rapidly and successfully modified its product to provide a Local Health District with an effective solution for patients monitoring. The case study shows an interwoven relationship between the OI approach adopted in the development of the telemedicine platform and the acceptance of the technology itself, paving the way to a new role for OI: not only an enabler supporting knowledge exchanges, but also an enabler of Technology Acceptance. [ FROM AUTHOR] Copyright of Technology Analysis & Strategic Management is the property of Routledge and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full . (Copyright applies to all s.)
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Purpose: This article seeks to characterize and assess a new type of resilient, socially conscious and competitive enterprise that simultaneously encompasses open and social innovation – aligning both business and social outcomes – and which will gain increasing importance in post-pandemic competitiveness. Design/methodology/approach: A mixed method approach based on sequential deductive triangulation analysis (QUAN/qual) is used. First, data gathered from the Chilean innovation survey is used to quantify the percentage of firms implementing open and social innovation simultaneously, and to assess their relative performance in relation to other types of innovative firms. Second, a qualitative multiple-case study analysis reveals the perceptions of senior managers regarding the applicability of this approach in terms of building resilience and strengthening future competitiveness in line with sustainable development goals. Findings: Social innovation is a relatively rare event (7.2% of firms in the sample). While social innovation occurs equally in monopolistic and perfectly competitive industries, the authors' findings suggest that in order to adopt social and open innovation effectively, firms need to set entry barriers such as economies of scale. On the other hand, open innovation is a more common event (15.4% of firms in the sample), which correlates closely with absolute and relative performance indicators. Moreover, the results suggest that open innovation enables a greater understanding of societal needs, thus making social innovation more effective. Research limitations/implications: Theoretical developments coupled with descriptive and qualitative evidence reveal the innovative capabilities that up-and-coming enterprises may possess. The findings suggest that at times of far-reaching technological, social and political change, enterprises should share some of their knowledge and resources with wider society. Only then will more equal, resilient and cohesive societies be built. Originality/value: This article combines two seemingly unrelated literature streams (open and social innovation) in order to elucidate the enterprise of tomorrow, which will be capable of achieving sustainable development whilst reaching high levels of competitiveness. © 2022, Emerald Publishing Limited.
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The rapid spread of the COVID-19 pandemic and the associated infection control measures imposed by governments caused a major disruption to traditional workflows, leading to an immense increase in remote work. At the same time, innovation activities became more collaborative and digitalized than ever before, as firms worldwide were forced to shift from physical to virtual innovation spaces literally overnight and suddenly had to adapt and practice "remote innovation". By means of a systematic literature review based on 80 selected articles, this paper contributes to the academic discussion in three ways: First, the paper explores the synthesis between open innovation and remote work and uncovers a set of necessary determinants that form the basis for practicing remote innovation. Second, the paper offers a conceptual framework based on Chesbrough's open innovation model and extended by various determinants of open innovation in a remote work environment to provide initial advice to managers on how to innovate in times of social distancing. Third, the study concludes by identifying several promising areas for future research in the field of remote innovation management, a hitherto under-researched but highly topical field. © 2022 World Scientific Publishing Company.
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The COVID-19 pandemic highlights the importance of digital technology in a specific region's epidemic prevention and control, and the digital transformation strategy based on the open innovation system is an emerging way to tackle conceivable outbreaks. Based on the bibliometric study of relevant literature data, this paper evaluated the research and development status in this field, and conducted a systematic literature review on the basis of the core articles identified. The results of bibliometric analysis software, including CiteSpace, CitNetExplorer and VOSViewer, showed that the development of relevant research presented rapidity and decentralization, and the evolution process of literature topics further implies the necessity of interdisciplinary and multisectoral collaboration. Furthermore, this paper summarized the specific implementation strategies for constructing an open innovation system, and discussed the role and development plan of digital technology in epidemic prevention and control.
Subject(s)
COVID-19 , Pandemics , Humans , Pandemics/prevention & control , COVID-19/epidemiology , COVID-19/prevention & control , Disease Outbreaks , Bibliometrics , Digital TechnologyABSTRACT
The rapid spread of the COVID-19 pandemic and the associated infection control measures imposed by governments caused a major disruption to traditional workflows, leading to an immense increase in remote work. At the same time, innovation activities became more collaborative and digitalized than ever before, as firms worldwide were forced to shift from physical to virtual innovation spaces literally overnight and suddenly had to adapt and practice "remote innovation ". By means of a systematic literature review based on 80 selected articles, this paper contributes to the academic discussion in three ways: First, the paper explores the synthesis between open innovation and remote work and uncovers a set of necessary determinants that form the basis for practicing remote innovation. Second, the paper offers a conceptual framework based on Chesbrough's open innovation model and extended by various determinants of open innovation in a remote work environment to provide initial advice to managers on how to innovate in times of social distancing. Third, the study concludes by identifying several promising areas for future research in the field of remote innovation management, a hitherto under-researched but highly topical field.
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PurposeOpen innovation has attracted the attention of experts and business entities for the sustainable survivability of firms, especially in the post-COVID-19 era. The food and beverage industry has been facing sustainable survivability problems. It is important to identify and evaluate the factors of open innovation from the perspectives of the food and beverage industry. This study serves that purpose by identifying and evaluating the factors of open innovation in the post-COVID-19 era with a special reference to Pakistan's economy.Design/methodology/approachThe present study integrates the Fuzzy Delphi Method (FDM), Interpretive Structural Modelling (ISM) and Matrice d' Impacts Croises Multiplication Applique a Classement (MICMAC) methods to analyze the factors involved in the adoption of open innovation in the food and beverage industry in Pakistan. Firstly, based on an extensive literature review of the most relevant studies, the factors affecting open innovation have been identified and finalized using FDM and experts' opinions. Secondly, the hierarchical framework has also been prepared by implementing the ISM approach. Thirdly, the MICMAC approach was employed to evaluate the factors to examine the driving and dependence powers of the factors of open innovation adoption.FindingsThe study identified 17 factors of open innovation adoption in Pakistan's food and beverage industry and 16 factors were finalized using FDM. The ISM-MICMAC matrix unveiled that awareness seminars and training, along with a lack of executive commitments, were strong factors with high driving power, but these factors proved to be weakly dependent powers regarding the other factors. Moreover, a lack of innovation strategy, R&D and non-supportive organizational culture exhibited low driving power but strong dependent power.Practical implicationsThe findings of the study could help firms and business entities understand the driving and dependent factors involved in open innovation for the sustainable survivability of the food and beverage industry. The study provides strong reasons to believe that an open innovation strategy, along with stakeholder collaboration, the adoption of rules and regulations and managerial commitment, could stimulate open innovation. Moreover, governments should promote the business sector, especially the food and beverage industry, to facilitate the sector while also providing awareness seminars and training, creating environments conducive to reducing innovation costs.Originality/valueSome previous studies have analyzed the factors involved in green innovation from the perspective of the manufacturing industry and environmental protection. The present study is a pioneer study to examine the factors involved in the adoption of open innovation in the food and beverage industry in Pakistan from the perspective of the post-COVID-19 era. For this purpose, the present study uses an integrated Fuzzy Delphi-ISM-MICMAC approach for the analysis.
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PurposeWithin food industry several changes and innovations are affecting the management of the entire supply chain (production, logistics, etc.). As strategy for the survival and competition, digitalization has assumed a crucial role during the pandemic emergence by causing the reconfiguration of traditional chains and business models. Framed in these premises, the research analyses how digital technologies have innovated the sub-chains of bakery products and pasta within food industry with reference to customers' interactions, delivery and marketing during the COVID-19 pandemic emergence.Design/methodology/approachMoving from a critical literature review about the perspectives of digital technologies within the tradition of food industry, action research has been adopted to analyze in deep a case study of the start-up "ArteBianca Delivery" located in South Italy. Through this method, researchers have been deeply involved within the start-up to face the challenge of transforming the marketing and customer care into digital ones due to the COVID-19 restriction.FindingsFindings provide empirical evidence about the reconfiguration of the traditional business model of a family firm in the food sector into a digital one with the start-up "ArteBianca Delivery". The marketing, delivery, e-commerce and customer care components of the business models have been supported and enhanced through the adoption of digital tools, such as mobile applications and social technologies useful both for users and for a more urgent digitization of company.Practical implicationsImplications for practice can be identified into the pattern of digital transformation implemented as well as in the opportunity of replication and contextualization of the results to other companies looking for setting up a digital strategy.Originality/valueElements of original contribution can be identified into: (1) the exploration of digital transformation in food family firms caused by the pandemic emergence, (2) the contextualization of the digital transformation to the sub-chains of bakery and pasta and (3) the geographical location of the case.
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Purpose: Biotechnology has gained such prominence in the past years that approximately 50% of new drugs developed worldwide are of biotechnological origin. Some of the Covid-19 vaccines are a good example of this development. However, biotechnology R&D projects are characterized by high costs, prolonged development times, and a high degree of uncertainty and failure. Only few types of financial agents undertake such risky investments, among which are venture capital firms. In this paper, we analyse the signals that influence suchlike venture capital investment decisions. The very high level of risk, which differentiates biotechnology firms from other technology companies, justifies an analysis focused solely on biotechnology firms.Design/methodology: Hypotheses about the effectiveness of these signals are validated by means of a probit regression with panel data on a sample of 210 biotechnology companies established in Spain over a ten-year period.Findings: A positive and negative signalling effect has been found for some of the phenomena analysed, which validate the proposed model.Research limitations/implications: A convenience sample has been used for methodological reasons. Some phenomena that could have some effect on the venture capital investment decisions have not been possible to observe.Practical implications: It can be crucial for biotechnology firms for their managers to know which characteristics make these firms attractive to venture capital firms. Additionally, it is important to be aware of signals that, instead of favouring investment decisions, deter them.Originality/value: This is the first study conducted for the Spanish industry to focus on the first venture capital investment - rather than the typical focus on the amount invested-as an event that mitigates the information asymmetry level, and which includes also a distinction between four types of strategic alliance, the use of a probit regression with panel data, and a quantitative analysis on the biotech industry.As the Spanish biotechnology and venture capital industries differ from those established in other European countries, this work offers new elements of analysis, description, and comparison of these industries. In addition, the construction of a database on a sample of 210 Spanish biotechnology firms is unprecedented and can be used for future research.
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Within a vibrant business ecosystem, innovations are constantly metamorphosing into a determinant for survival and generating a competitive advantage in the market. This course is frequently becoming apparent in a pandemic as especially SMEs have been obliged to change the business model to survive. One of these models is the open innovation model. This is welcome, especially in cross-border areas, where the cooperation with external partners, spreads beyond national borders. The aim of this paper is to evaluate the impact of the COVID-19 pandemic on cross-border cooperation of innovative SMEs in the field of implementation of open innovations, focusing on small and medium-sized enterprises in the border regions Cieszyn Silesia and Beskydy in Poland and the Czech Republic. The surveyed innovative SMEs understand and implement the idea of open innovations to create innovative projects, especially of a process nature (because they cooperate with external entities in the process of creating innovations). Concerning the geographic positions of regions, the range of the geographic impact of innovations arising in the open model of innovations is transnational. The main common feature is that even though both parties display signs of open innovation, the open innovation model is not part of their innovation strategy.
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Purpose The economic crisis triggered by the COVID-19 pandemic has had significant consequences on the activities of companies worldwide. This study aims to unveil how open innovation fostered business model innovation in small and medium enterprises (SMEs) during the pandemic. Design/methodology/approach The research adopts a qualitative approach, involving a multiple case study methodology, and focusses on six SMEs operating in various traditional sectors. Findings The findings highlight the impact of the external stimulus, COVID-19, on business model innovation and the key role of open innovation management in pursuing the business model innovation, which may also involve a digital transformation. Originality/value While some studies have examined how the pandemic has fostered business model transformation, to the best of the authors' knowledge, this is the first study analysing the pivotal role of open innovation in driving business model innovation during challenging times, such as the COVID-19 pandemic.
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The unprecedented conditions of restrictive measures that were suddenly imposed in 2020 due to the outbreak of the COVID-19 pandemic affected business activity globally. To deal with the consequences that were caused by the pandemic, most SMEs had to adopt strategies which will enhance their development and footprint in the business arena. With this study, we aim to propose a theoretical approach, via bibliometric analysis, of a new business model innovation that will be based on the triple-win formula of strategic agility, ambidexterity, and open innovation. Open innovation can help SMEs develop their ambidexterity and agility capacity and become more efficient, which can contribute to gaining competitive advantage. To approach this issue, a bibliometric analysis was conducted based on 606 articles that were published in the timespan of 2008–2021. The bibliometric analysis used various indicators such as the scientific production in the studied field, h-Index, co-occurrence collaboration, Multiple Correspondence Analysis (MCA), keyword analysis, and thematic mapping. Biblioshiny and VOSviewer were used to process the data, and contributed to the visualization of the results. Of the 476 sources that were analyzed, most of the articles were published by Journal of Business Research;British scholars are those with the highest number of citations on the topic. This research provides insights related to the state of the art of the study area under analysis and highlights the gaps, which contributed to the building of a new business model innovation that will integrate not only ambidexterity and strategic agility, but open innovation, too. The new business model can help SMEs quickly adapt in the new business environment created by the past successive series of crises, such as the most recent financial crisis and the COVID-19 pandemic. [ FROM AUTHOR] Copyright of Journal of Open Innovation is the property of MDPI and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full . (Copyright applies to all s.)
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This study aims to analyze the role of stakeholders who support the open innovation transition in SMEs. This is important because the innovation process has shifted from closed innovation to open innovation which requires good management of organizational capabilities, especially in managing stakeholders and resources owned by the organization. However, in the current pandemic situation, SMEs have challenges in adopting and implementing these open innovations. In this study, a conceptual research model was compiled and produced which elaborated several previous references, and then tested empirically on respondents, namely in SMEs in Indonesia. The responses involved in this study were 218 SMEs, but the complete response are 206 respondents. Data testing was carried out using the Partial Least Square-Structural Equation Modeling (PLS-SEM) statistical method. The results of hypothesis testing indicate that there are four variables that significantly strengthen the effect of closed innovation on open innovation, namely financial capability, network, knowledge management system, and organizational culture (p<0.01). The moderating variable with the most dominant influence is financial ability (beta=0.915 , p<0.01). Based on the results of this study, SMEs that have high financial capabilities or have advantages in terms of funding and financial management can make the transition from closed innovation to open innovation better or independently. There is one moderating variable that is not proven to be significant, namely technology. These findings can then be used to formulate appropriate policies to support the adoption of open innovation in the context of developing the ability of SMEs to survive during the pandemic.
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Personalized medicine (PM) bridges several disciplines for understanding and addressing prevalent, complex, or rare situations in human health (e.g., complex phenotyping, risk stratification, etc.); therefore, digital and technological solutions have been integrated in the field to boost innovation and new knowledge generation. The open innovation (OI) paradigm proposes a method by which to respectfully manage disruptive change in biomedical organizations, as experienced by many organizations during digital transformation and the COVID-19 pandemic. In this article, we focus on how this paradigm has catalyzed the transition from PM to personalized digital medicine in a large-volume research hospital. Methods, challenges, and results are discussed. This case study is an endeavor to confirm that OI strategies could help manage urgent needs from the healthcare environment, while achieving sustainability-oriented, accountable innovation.