Open Innovation: Researching a New Paradigm
Henry Chesbrough, Wim Vanhaverbeke, Joel West
OUP Oxford, Jan 17, 2008 - Business & Economics - 400 pages
Open Innovation describes an emergent model of innovation in which firms draw on research and development that may lie outside their own boundaries. In some cases, such as open source software, this research and development can take place in a non-proprietary manner. Henry Chesbrough and his collaborators investigate this phenomenon, linking the practice of innovation to the established body of innovation research, showing what's new and what's familiar in the process. Offering theoretical explanations for the use (and limits) of open innovation, the book examines the applicability of the concept, implications for the boundaries of firms, the potential of open innovation to prove successful, and implications for intellectual property policies and practices. The book will be key reading for academics, researchers, and graduate students of innovation and technology management.
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Part IFirms Implementing Open Innovation
2New Puzzles and New Findings
3Whither Core Competency for the Large Corporation in an Open Innovation World?1
Toward an Integrated Model in Large Established Firms
8Open Standards and Intellectual Property Rights1
Implications for Open Innovation1
Part IIINetworks Shaping Open Innovation
10The Interorganizational Context of Open Innovation
11Knowledge Networks and the Geographic Locus of Innovation
12Open Innovation in Systemic Innovation Contexts1
13Open Innovation in Value Networks
5Patterns of Open Innovation in Open Source Software
Part IIInstitutions Governing Open Innovation
6Does Appropriability Enable or Retard Open Innovation?
7The Use of University Research in Firm Innovation
A Research Agenda1
Other editions - View all
absorptive capacity agbiotech alliances amplifier analysis applications appropriability Bayh-Dole Act biotechnology business model business unit capabilities capture changes Chapter Chesbrough 2003a Christensen citations collaboration commercialization company’s competitive advantage complementary assets components core competencies costs create value customers dynamic economic environment example exploit external innovation external knowledge external technologies firm’s focused formal Harvard Business Harvard Business School Henry Chesbrough identify implementation important increase incumbents innovation process intellectual property internal interorganizational networks investments knowledge flows licensing Linux Mowery O’Connor Open Innovation Open Innovation strategy open source projects open source software organizational organizations OSDL participants partners patent pool perspective potential public science Radical Innovation Rambus requires Research Policy resource allocation role share software patents spillovers SSOs standard setting start-ups STMicroelectronics Strategic Management Journal studies suppliers systemic innovations Teece university patenting value capture value constellations value creation value network vertical integration