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Although only few managers deny the potential of e-businesses, many are struggling with the question how their company can best exploit the Internet. Managers need tools that guide them in their quest for effective applications. In this paper, we present three models that provide structure to this search process. Model development was guided by two requirements: the focus of each model should be on delivering superior customer value, and the models should correspond to models managers are familiar with (e.g., process oriented). The Strategic Internet Applications Model (SIAM) details that e-business strategies can focus on current customers, new customers, the product, or the position within the business network. Companies may decide to customize products or services, or to redefine their role within the business network. The Customer Interaction Cycle (CIC) describes the interaction process between a supplier and a customer, and highlights instances where a supplier can provide added value. The third model is the ADOF model, an acronym for Accessibility, Design, Offer, and Fulfillment. This model embraces the metaphor of a funnel, built up of four sequential rings. The model postulates that the degree of operational success of Web sites can be managed by optimizing the combination of the four rings in the funnel. [ABSTRACT FROM AUTHOR]

Various scholars have accomplished a great deal to better understand open innovation effectiveness. Case studies have detailed its performance effects, while other studies showed the effectiveness of an aspect of open innovation, such as collaboration with third parties, external technology commercialization, and cocreation. Though most studies report a positive relation between open innovation and innovation performance, some studies indicate possible negative effects. This has resulted in a call for research on what kind of organizational context suits open innovation best. This study therefore addresses two questions: (1) does performing open innovation activities lead to increased innovation performance, and to which aspects of innovation performance is open innovation most strongly related? (2) what is the moderating impact of various kinds of strategic orientation on the relation between open innovation and innovation performance? In this study, we investigate three types of strategic orientations: entrepreneurial orientation, market orientation, and resource orientation. In a survey among 223 Asian service firms, we first develop and test a comprehensive measurement scale for open innovation that captures the entire range of open innovation activities, including outside-in activities, inside-out activities, and coupled activities. The final scale comprises of 10 items and indicates to what extent a firm has implemented open innovation activities. Next, we study the relation between open innovation and innovation performance. The results indicate that performing open innovation activities is significantly and positively related to all four dimensions of innovation performance: new product/service innovativeness, new product/service success, customer performance, and financial performance. The impact of open innovation is not limited to a particular aspect of innovation performance; it positively affects a broad range of innovation performance indicators. Though open innovation is positively related to all four dimensions of innovation performance, the effect sizes are not equal. The impact on new service innovativeness and financial performance is relatively stronger. Regarding the influence of a firm's strategic orientation, we find that all significant moderation effects are positive. This suggests that, in general, having a more explicit strategic orientation enhances the effectiveness of open innovation. When comparing the three strategic orientations, entrepreneurial orientation strengthens the positive performance effects of open innovation significantly more than market orientation and resource orientation do. In turn, market orientation has a significantly stronger moderation effect than resource orientation. These findings provide empirical evidence of the context dependency of open innovation. Especially an entrepreneurial orientation, which is associated with proactive and entrepreneurial processes, seems to create a fertile setting for open innovation. [ABSTRACT FROM AUTHOR]

Firms increasingly organise their innovation activities in networked environments, including specific models such as supplier-network innovation, coopetition, or open innovation with a large set of stakeholders. These types of business and network models for innovation are often discussed from one of two main approaches - the strategic or the structural. The strategic approach examines the focus and logic of innovation in networks, and the structural approach analyses the network position and the related value creation and capture possibilities of a focal actor related to the position. In this study, these two approaches are combined in the attempt to provide an overview of this increasingly important topic in innovation management. [ABSTRACT FROM AUTHOR]

Most innovation researchers tend to consider innovation adoption as a binary process, implying that companies have either adopted an innovation or not. In this paper we focus on e-commerce as an innovation that can be adopted stepwise. We distinguish between two levels of e-commerce, basic and advanced. Following Rogers' (1995) innovation adoption model, we investigate the differences between companies with regard to their knowledge, perceived potential value, implementation and satisfaction with e-commerce. In a field study involving 127 companies, we consistently find higher scores for companies at the advanced level, even when controlling for the impact of the intention to further adopt e-commerce and various contextual factors. Interestingly, we also find significant, negative interaction effects between adoption level and adoption intention. Due to the magnitude of these effects, the interaction effects tend to cancel out the additional effect of adoption intention for companies at the advanced level. [ABSTRACT FROM AUTHOR]