| Acknowledgments |
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xi | |
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I WHY AND HOW OPEN INNOVATION WORKS |
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1 | (86) |
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1 Introduction to Open Innovation |
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3 | (16) |
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Definitions of Open Innovation |
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5 | (2) |
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7 | (1) |
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Purpose of This Volume and
Chapter Overviews |
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8 | (5) |
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Potential Problems of Open Innovation |
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13 | (1) |
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The Promise of Open Innovation |
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14 | (1) |
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Conclusion---Leading Open Innovation |
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15 | (4) |
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2 Open Innovation at Siemens AC |
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19 | (16) |
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The Innovation-Market Connection |
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19 | (2) |
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Leveraging Existing Technology into New Markets |
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21 | (1) |
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22 | (3) |
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25 | (2) |
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Potential Problems of Open Innovation |
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27 | (1) |
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Examples of Open Innovation Projects Underway at Siemens |
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28 | (3) |
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An Ideal Picture of Siemens as an Open Innovator |
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31 | (1) |
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Idea for Innovative Leaders: Bring Knowledge-Holders Together |
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31 | (2) |
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33 | (2) |
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3 The Need for Speed: Fostering Strategic Agility for Renewed Growth |
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35 | (20) |
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35 | (2) |
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Focus on Successful Competitors in the IT Industry |
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37 | (1) |
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A Successful and Widely Accepted Recipe for Success |
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37 | (2) |
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The Relationship between Past Success and Current Difficulties |
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39 | (3) |
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The Cumulative Effect of Growing Rapidly |
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42 | (4) |
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Escaping the Rigidities Caused by Success |
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46 | (3) |
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Achieving Greater Resource Fluidity and Increasing Teamwork at the Top |
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49 | (1) |
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50 | (1) |
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Idea for Innovative Leaders: Pay Attention to Emotion |
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51 | (4) |
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55 | (14) |
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Background to Becoming CEO of O2 |
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55 | (1) |
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The Most Important Characteristics of Leadership |
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56 | (1) |
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57 | (1) |
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Market Position Is Important |
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58 | (1) |
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Becoming CEO of VIAG Interkom |
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58 | (1) |
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Vision as the Basis of Turnaround |
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59 | (2) |
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Actions after Targets Were Established |
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61 | (1) |
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Communicating a Complex Agenda |
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62 | (2) |
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The Centrality of Open Leadership |
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64 | (1) |
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Dealing with Resistance to Change |
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65 | (1) |
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66 | (1) |
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Idea for Innovative Leaders: Share the Need to Do Everything All at Once |
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67 | (2) |
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5 Open Innovation: Actors, Tools, and Tensions |
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69 | (18) |
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Three Types of Innovators in Open Innovation |
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70 | (2) |
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Tools for Open Innovation |
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72 | (9) |
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Conclusion: Inherent Tensions of Open Innovation |
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81 | (2) |
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Idea for Innovative Leaders: Learn from Those Who Successfully Balance Open and Closed Innovation |
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83 | (4) |
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II WHO CONTRIBUTES TO OPEN INNOVATION? |
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87 | (114) |
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6 Opening Organizations for Innovation |
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89 | (16) |
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Exploration versus Exploitation |
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89 | (6) |
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95 | (1) |
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Search Routines to Support Discontinuous Innovation |
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96 | (5) |
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Conclusion: Turning New Opportunities into Company Routines |
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101 | (1) |
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Idea for Innovative Leaders: Prepare Your Company to Absorb Outside Ideas |
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102 | (3) |
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7 Cooperation for Innovation |
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105 | (12) |
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106 | (1) |
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Identifying and Understanding Hot Spots |
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106 | (1) |
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How Do Organizations Break away from Current Practice? |
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107 | (2) |
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109 | (2) |
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111 | (1) |
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Making Signature Processes |
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112 | (3) |
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Conclusion: Priorities for Leaders and Researchers Interested in Creating Hot Spots |
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115 | (1) |
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Idea for Innovative Leaders: Organizational Structures Facilitate Cooperation |
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116 | (1) |
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117 | (22) |
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117 | (1) |
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Importance of Innovation by Users |
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118 | (4) |
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Why Many Users Want Custom Products |
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122 | (1) |
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Users' Innovate-or-Buy Decisions |
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123 | (1) |
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Users' Low-Cost Innovation Niches |
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124 | (2) |
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Why Users Often Freely Reveal Their Innovations |
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126 | (2) |
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128 | (1) |
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Adapting Policy to User Innovation |
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129 | (4) |
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133 | (6) |
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9 Co-creation with Customers |
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139 | (16) |
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Structuring Customer Co-Creation |
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142 | (1) |
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Two Dyadic (Individual) Based Co-creation Methods |
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143 | (3) |
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Two Network (Community) Based Co-creation Methods |
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146 | (3) |
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Conclusion: Next Tasks for Co-Creation |
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149 | (1) |
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Idea for Innovative Leaders: Recognize the Power of NIH (Not Invented Here) |
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150 | (5) |
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10 Contributions by Developers |
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155 | (16) |
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The Revolution Changing the Way We Can Think about Innovation |
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155 | (2) |
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The Principles of Open Source Innovation |
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157 | (2) |
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159 | (1) |
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The Community's Role in Motivating Input |
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160 | (1) |
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What Leaders of Distributed Innovation Do |
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161 | (1) |
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What Business Can Learn from Open Source Development |
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162 | (1) |
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Examples of Open Source Development |
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163 | (4) |
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The Characteristics of Winning Problem Solvers |
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167 | (1) |
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Conclusion: The Importance of Collaboration |
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167 | (1) |
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Ideas for Innovative Leaders: Learn to Post Problems and Consider Providing More Information to Open Communities |
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168 | (3) |
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11 Strategic Crowdsourcing: The Emergence of Online Distributed Innovation |
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171 | (30) |
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The Rise of Crowdsourcing |
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171 | (1) |
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The Encyclopedia Revolution: When Excellence Meets Digitization and Crowdsourcing |
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172 | (2) |
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Crowdsourcing as Organizational Design |
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174 | (1) |
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The Competitive Advantage of Crowdsourcing |
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175 | (2) |
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Online Distributed Organization: The End of One Era, the Beginning of Another |
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177 | (8) |
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Online Distributed Innovation as an Extension to the Firm |
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185 | (3) |
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The ODI Platform: A Strategic Dynamic Capability of the Firm |
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188 | (1) |
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Conclusion: Implications of Crowdsourcing for Innovation |
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189 | (2) |
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Mini Case A---Facebook Translations |
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191 | (1) |
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Mini Case B---Netflix Prize |
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192 | (9) |
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III TRENDS IN OPEN INNOVATION |
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201 | (78) |
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12 Educating Open Innovation Ambassadors |
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203 | (18) |
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Designing a Teaching Tool for Educating Open Innovation Ambassadors |
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204 | (2) |
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Case Study: University of Erlangen-Nuremberg |
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206 | (9) |
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Conclusion: Toward Open School |
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215 | (2) |
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Idea for Innovative Leaders: Live What You Teach |
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217 | (4) |
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13 Viral Marketing on Facebook for a New Open Innovation Platform |
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221 | (20) |
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The Power of Social Media |
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222 | (1) |
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223 | (1) |
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How Market Research Helped Design the Perfect Open Innovation Platform |
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224 | (12) |
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236 | (1) |
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Idea for Innovative Leaders: Engage Communication |
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237 | (4) |
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14 The Future of Crowdsourcing: From Idea Contests to MASSive Ideation |
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241 | (22) |
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One Example of an Innovation Contest: The OSRAM Design Contest/LED Emotionalize Your Light |
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242 | (1) |
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Difficulties and Hurdles Arising from Online Innovation Contests |
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243 | (5) |
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MASSive Ideation: A New Approach |
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248 | (10) |
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258 | (5) |
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263 | (16) |
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An Example of Open Manufacturing: Shanzhai Cell Phones |
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265 | (2) |
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267 | (2) |
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269 | (2) |
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Other Examples of Open Manufacturing |
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271 | (1) |
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Labor Participation in Open Manufacturing: New Employment |
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272 | (2) |
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Conclusion: Coordination as the Center of Open Manufacturing |
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274 | (1) |
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Ideas for Innovative Leaders: Enable Open Manufacturing by Orchestrating Idea Flows and Material Flows |
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275 | (4) |
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Epilogue: Learning to be More Competitive, More Cooperative, and More Innovative |
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279 | (14) |
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How Open Innovation Fits into Organizational Strategy |
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279 | (1) |
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Unlearning Competitive Habits |
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280 | (1) |
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Examples of New Ways of Thinking and Working |
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281 | (1) |
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Learning to Be Part of a Cooperative/Competitive Ecosystem |
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282 | (2) |
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Learning from Lean Environments |
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284 | (2) |
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286 | (1) |
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The Changing Definition of Strategy |
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287 | (2) |
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Future Absorption of Open Innovation |
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289 | (4) |
| Peter and Hannelore Pribilla's Vision for Practical Research |
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293 | (2) |
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| Contributors |
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295 | (14) |
| Index |
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309 | |
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