Open and Closed Innovation: Different Cultures for Different StrategiesPhilipp Herzog develops a theoretical framework arguing that Open Innovation and Closed Innovation cultures need to be distinguished. The findings help firms cope with the challenges experienced in implementing the Open Innovation concept. |
Contents
1 Introduction | 1 |
2 Innovation and the Open Innovation concept | 9 |
3 Innovation culture | 58 |
4 Conceptual framework and hypotheses | 83 |
5 Analysis and results | 123 |
6 Discussion of findings and implications for theory and practice | 177 |
7 Summary and conclusion | 207 |
Appendices | 212 |
References | 229 |
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Open and Closed Innovation: Different Cultures for Different Strategies Philipp Herzog No preview available - 2010 |
Common terms and phrases
According activities analysis applied approach appropriate argued assessment attitudes behavior business unit capacity Chesbrough Closed Innovation units compared competencies competitive concept considered construct Cooper covariates customers dependent dimension discussed effect empirical employees environment example existing exploitation express external technology external technology commercialization external technology sourcing extrinsic motivation factor Figure findings firm’s firms further Furthermore go-getting Hypothesis ideas identified important individual industry innovation culture innovation management Innovation strategy internal intrinsic involves joint Journal knowledge licensing Lichtenthaler limit literature major management support means measurement Mehrwald NIH syndrome Notes Open Innovation unit opportunities organization organizational orientation overall percent personality positive practice present refers regarding reliability requires respective respond risk taking scale significant similar statistic success Table term types underlying usually variable variance venture