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This study explores the dynamics between the extremes of open innovation (OI)—from inclusive co-creation to exclusive vertical integration (VI). This analysis addresses the management issues of how Tesla and Porsche manage value capture and value distribution in the e-mobility industry through their contrasting approaches and strategic shifts between OI and VI. It develops a novel theoretical model juxtaposing the OI mode from open to closed with the value chain position from horizontal to vertical. Analyzing Tesla and Porsche's strategic moves offers a paradigm shift for OI practitioners. Our model can enable enhanced value capture through greater openness and more inclusive value distribution through proactive inside-out strategies in core technology areas. Instead of positioning VI and OI as static polar extremes, a novel combination of VI and OI can realize untapped potential. [ABSTRACT FROM AUTHOR]

Artificial intelligence (AI) can enhance, enable, or replace traditional open innovation (OI) practices, changing the scope and efficiency of both outside-in and inside-out OI. This article provides a comprehensive framework to analyze AI's influence on OI, supported by illustrative examples, and outlines the key implications for organizations and researchers. The co-evolutionary relationship between AI and OI will be a central focus in both research and practice moving forward. [ABSTRACT FROM AUTHOR]

Disruptions often call for rapid innovation at scale. Open innovation (OI) is critical in such contexts because it allows organizations to access resources beyond the firm's boundaries. Yet, many OI projects fail, posing significant risks during disruptions. This article examines 12 ventilator development projects during the COVID-19 pandemic, of which only seven succeeded. Fifty-five interviews were analyzed to understand how organizational roles influence the outcomes of OI projects in times of disruption. The key finding is that projects that succeeded involved an organizational role largely absent in those that failed: namely, a catalyst. [ABSTRACT FROM AUTHOR]

Open Innovation (OI) has become a key part of corporate strategy, and many firms have adopted dedicated organizational functions to leverage OI. However, current literature lacks insights into how firms deploy such functions and what they do. To address this issue, this article provides insights from interviews with senior managers in dedicated OI functions in 20 different firms. The findings reveal three ways that firms can employ these functions and the key practices for which they are responsible. Finally, dedicated OI functions can change over time as the firms' OI capabilities mature. [ABSTRACT FROM AUTHOR]

Highly regulated industries such as healthcare can reap significant benefits from new digital technologies. However, due to institutional constraints, adopting such technologies is a slow and difficult process. Technology providers need to legitimize their underlying technologies to the customers and other stakeholders in the field. Drawing on multiple case studies in the healthcare industry, this article demonstrates how technology providers deploy two legitimizing practices: solution selling and issue selling. These activities lead to the emergence of open innovation ecosystems that help technology providers overcome adoption barriers. [ABSTRACT FROM AUTHOR]

Summary: I have been invited to discuss the prospects for Open Innovation (OI) as part of this special issue of the California Management Review. To organize my discussion, I will examine three phases of the evolution of this concept: the antecedents of OI, some of the main findings from OI (including both successes and failures), and prospects for the future of OI. [ABSTRACT FROM AUTHOR]

Summary: Public organizations are embracing open innovation (OI) to better serve their societal mission. This study presents a "Strategy Perimeter Framework," developed and validated at the European Space Agency, to integrate OI into their strategy development. The framework helps manage stakeholder engagement within the strategy perimeter, thereby fostering collaborative innovation. It enables the alignment of stakeholder engagement with a public organization's adoption of OI, ensuring innovation aligns with societal objectives. [ABSTRACT FROM AUTHOR]

The rise of digital technologies and open innovation has revolutionized innovation practices, creating new opportunities for moving born-physical open innovation settings to metaverse-like virtual environments. This study explores a virtual corporate-startup collaboration program in the energy industry to understand how digital feature usage facilitates trusted relationships and enables successful pilots. This article presents a framework that emphasizes the strategic use of digital information and interaction features for targeting and bonding with partners. Program managers can tackle the unrealized metaverse through ubiquitous program management and overcome social barriers through adaptive social engineering of digital interactions. This article also provides an outlook on evolving technologies and hybrid designs. [ABSTRACT FROM AUTHOR]

This article explores the effects of open innovation on innovation performance in military bureaucracies. While the understanding of how bureaucratic organizations can benefit from open innovation is still limited, this study discovered that open innovation can have a negative effect on innovation performance. However, leveraging an innovative culture can lead to improved innovation performance in organizations characterized by high levels of structure and hierarchy, especially those where secrecy and security are of vital importance. [ABSTRACT FROM AUTHOR]

In this research, the authors examine how consumers perceive the fruits of university–industry collaborations (i.e., new products codeveloped with universities). Eight studies document a positive university effect and highlight its practical significance and boundary conditions. An Instagram A/B test utilizing a video that refers (vs. does not refer) to the underlying university–industry collaboration results in higher click-through rates and ad engagement levels. Another field study demonstrates that university-codeveloped products are more attractive to consumers, even after an actual product trial. Further, several consequential studies reveal that consumers are willing to pay up to 65% more for products marketed as codeveloped with a university. The authors argue and show that collaborating with a university infuses the underlying firm with a stronger sense of scientific legitimacy, thereby making the resulting product more attractive to consumers. Congruously, the authors find that the effect is more pronounced when the scientific legitimacy engendered by universities is more important to the focal product (i.e., high tech vs. low tech), underlying company (i.e., new vs. established), or target customer (i.e., high vs. low belief in science). [ABSTRACT FROM AUTHOR]

This study examines the relationship between openness to external collaborations and innovation outcomes in tourism micro-firms, considering the variety of partners, the geographical outreach of the relationships, and the number of implemented innovation types. A quantitative analysis of tourism micro-firms located in the Italian Alps is complemented with rich qualitative evidence gathered through follow-up interviews. Our findings show that higher openness to external collaborations leads to a higher probability of introducing an innovation and to higher innovation performances. However, above a certain threshold, the returns from open innovation decrease as a firm's openness increases. This assumption does not hold when considering openness to national and international partners, which is positively and significantly related to innovation performance. The results suggest that the purposive management of external collaborations is a central issue for tourism entrepreneurs and highlight the positive role that intermediaries can play in facilitating such dynamics. [ABSTRACT FROM AUTHOR]

Copyright of Journal of Academic Library & Information Science is the property of Anhui University 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 abstract 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 abstract. (Copyright applies to all Abstracts.)

Direct current (DC) motors are crucial in drones, robotics, and electrical devices. Conventionally, the DC motor is driven by a switching electricity converter, which utilizes electrical energy to drive mechanical motion. However, the rapid on-off switching actions in the switching electricity converter would cause electromagnetic interference (EMI), impairing the functionality of drive systems. Here, we propose a photon-driven DC motor system based on photonic converter, which utilizes optical energy to drive mechanical motion, and therefore avoids EMI derived from electrical switching and immunizes against EMI during electrical energy transmission in conventional switching electricity-driven DC motor system. The operation principle and power modulation-based speed control are also presented for the proposed photon-driven DC motor system. The experiments demonstrate that the motor accurately follows the speed reference and withstands load disturbances. This innovation opens new potential for DC motor applications by improving electromagnetic compatibility. The researchers showcase a photon-driven DC motor system, that utilizes optical energy to drive mechanical motion, avoids EMI derived from electrical switching action and immunizes against EMI in conventional electricity-driven DC motor systems [ABSTRACT FROM AUTHOR]

The study explores Open Innovation practices adopted by large firms in low- and medium-technology industries to foster innovation when the integration of distant knowledge from far scientific and technological fields is required. The study performs an explanatory single case study methodology. It focuses on the Italian food producer Barilla and its Blu1877 corporate venture capital fund to explore innovations in the food and agri-tech domains. It emerges that, with the intent to create and orchestrate an Open Innovation Ecosystem, Barilla moves across two main trajectories: (i) the search for external knowledge and expansion of network for new markets and technology exploration, and (ii) the support and mentorship of innovative start-ups that explore and develop novel ideas and technologies. The resulting Open Innovation Ecosystem has become the locus where innovations are developed by sharing knowledge, competencies, and capabilities among diverse actors and where companies can promote a transition toward the opening of their organisational boundaries. [ABSTRACT FROM AUTHOR]

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. [ABSTRACT FROM AUTHOR]

Open innovation (OI) is a pivotal driver in fostering the practical implementation of circular economy (CE). Based on 42 case studies identified through a systematic search, the present study seeks to understand how OI strategies are currently integrated within companies' circular business models (CBMs). The content analysis of the cases, interpreted through a strategy matrix, emphasises a prevalent inclination among companies towards collaborative and network‐based OI strategies. These strategies exhibit high depth and breadth of knowledge search, indicating companies' tendency to engage with numerous knowledge sources in deep partnership. Moreover, the findings underscore that the companies tend to favour OI strategies rooted in the depth of knowledge search rather than breadth in developing CBMs. In addition to contributing to the existing CE knowledge, the findings of this study offer empirical insights for managers, practitioners and policymakers, aiming to effectively integrate OI strategies into CBMs. [ABSTRACT FROM AUTHOR]

Within the context of the 'go global' strategy, for enabling enterprises to effectively form open innovation strategies to enhance overseas business income and assume environmental, social and governance (ESG) responsibilities and to explore the importance and operational mechanisms of ESG, this paper adopts a three‐step method to analyse the panel data of Chinese multinational enterprises from 2011 to 2019. The results indicate that adopting open innovation can improve overseas business income and environmental and social performance. The environment and society are two critical intermediary channels for the impact mechanisms of open innovation on overseas business income. Based on these findings, we make some recommendations for enterprises and external investors. This research also expands the current understanding of the correlation between open innovation, ESG and overseas operation activities, providing evidence on open innovation strategy for managers and verifying the vital role of ESG in enterprise operations. [ABSTRACT FROM AUTHOR]

Developmental state literature primarily focuses on the state's (evolving) direct relationship with large incumbent firms. This article bridges developmental state and entrepreneurial state theories by employing an open innovation logic. We study Japan (1991-2021) as an archetypal developmental state; we hand coded 83 startup policies and a corpus of media coverage of the policies' launch events and performance for how policymakers speak about ways in which startup policies strive to involve and benefit incumbent firms. Our typology of the strategic "access" benefits for incumbent firms in startup policies are: (1) access to innovative capacity, ideas and (2) access to talent. [ABSTRACT FROM AUTHOR]

Purpose: This paper examines the relationship between open innovation (measured by exploratory and exploitative linkages) and firm-level innovative activity in the offshore renewable energy (ORE) sector. Design/methodology/approach: A unique, purpose-built survey that targeted firms operating in the ORE sector and its supply chain was used. The data provides novel insights into the research activities and networking capabilities of an industry in its infant stages of development. Regression models are used to estimate the relationship between firm-level external linkages and innovative activity. Findings: Exploratory linkages are positively related to more innovative activity. This relationship is subject to diminishing returns, distinguishing the ORE sector from other sectors. Collaborating with suppliers and accessing scientific journals are conducive to research and development (R&D) activity and process innovation, whilst collaborating with customers is associated with the decision to introduce new products and processes. Originality/value: This study provides evidence of a positive, but curvilinear, relationship between external knowledge linkages and innovative activity, adding novel insights into the relationship between open innovation (OI) strategies, research and innovation outcomes for firms predominantly in the introductory stages of the technological life cycle with limited commercialisation experience. The nuanced finding that specific linkages matter for certain research and innovation (R&I) outcomes adds deeper complexity to March's (1991) framework, where tailoring certain exploratory or exploitative linkages to specific innovation activities is important. [ABSTRACT FROM AUTHOR]

Although research on open collaboration for innovation has generally focused on the voluntary participation of individuals who are not strictly governed by formal authority concentrated at higher levels of organizational hierarchy, more recent studies highlight the importance of exploring how their tasks should be organized to enhance performance outcomes. This study extends this line of work by conceptualizing polyarchy as a decentralized decision-making structure that directs how core members of a project team screen a large collection of novel ideas generated by team members, and empirically examining whether and how polyarchy affects task completion time. In the context of online projects for open-source software development at GitHub, we find that a polyarchical decision-making structure reduces task completion time. Closer examination also shows that this positive effect on decision-making speed becomes stronger when tasks are explorative rather than exploitative in nature. Implications for open, distributed models of innovation and nontraditional forms of decision-making structures are discussed. [ABSTRACT FROM AUTHOR]

This study aims to identify an appropriate conceptual framework to evaluate crowdsourcing platforms from an open innovation perspective employing a combination of qualitative and quantitative methods. The initial indices of the performance evaluation framework in the crowdsourcing platforms are obtained through the Delphi method and interviews with experts. Then, using these factors, a statistical questionnaire is designed and distributed among users of crowdsourcing platforms to confirm or reject the factors. Finally, the aspects of the performance evaluation framework of crowdsourcing platforms are specified from the perspective of open innovation. Using fuzzy hierarchical analysis, these aspects are prioritized in order of importance: Collaboration, Project design, Moderation, Terms and conditions, UI/UX (user interface and user experience), and Key statistics. Concerning the principle of crowdsourcing, which is based on crowd participation and crowd intelligence of users, Collaboration and Project design turned out to be the significant factors in evaluating a crowdsourcing platform. [ABSTRACT FROM AUTHOR]

Purpose: Despite the importance of top management team (TMT) gender diversity in a firm's strategic decisions and the high degree of innovation activities that several firms have experienced in recent years, little or no research has examined how TMT gender diversity affects a firm's open innovation decision. The authors examine how TMT gender diversity impacts firms' open innovation activities. The authors further examine how this impact is affected by women executives' personal attributes and institutional conditions. Design/methodology/approach: The sample comprised of 62,745 firm-year observations (9,831 firms) from 25 countries from 1990 to 2010. The authors employed the system generalized method of moments (GMM) estimation technique to estimate the results. Findings: Employing novel panel data on co-owned patents across 25 economies, the authors find that proportion of women in TMTs has a positive impact on open innovation activities. Moreover, the authors find that women managers' power and institutional gender parity strengthen the association between gender diversity and open innovation. Practical implications: The findings of this study indicate that firms committed to optimizing their open innovation policies and practices should include women in TMTs and create such conditions that are supportive for women executives to effectively express their innate inclinations. Importantly, our study supports the business case for gender diversity in top leadership positions by providing a compelling evidence for the positive impact of TMT gender diversity on open innovation. Originality/value: This study contributes to the gender diversity literature by showing how women leaders' values and character become embedded in their companies' strategy and present empirical evidence that having women in TMTs increase the likelihood of conducting open innovation. Further, the authors show how women executives' power and institutional level gender parity provide boundary conditions that moderate the relationship between TMT gender diversity and open innovation. [ABSTRACT FROM AUTHOR]

The literature on open innovation (OI) has mainly been focused on the 'bright side' of OI, thus neglecting the limits of OI implementation influencing innovation processes during organizational change. It requires to develop a better understanding about the limits of OI. Therefore, this study explores the limits of OI during organizational change and provides approaches that drive firms to offset these limits. The empirical analysis is based on an in‐depth single case study and data was collected through semi‐structured interviews with the representatives engaged with Partner Campus – an OI initiative developed by a multinational manufacturing company. We have found that during the change process of adapting collaborative and absorptive capabilities, and developing organizational readiness, several internal and external challenges limit the company's drive to open up. Internal challenges arise when organizations start the change process in unfreezing stage. The traditional organizational culture and structure challenge incumbent firms to break the existing silos and utilize knowledge and resources effectively for OI implementation, hindering intra‐organizational collaboration. While external challenges arise when organizations transform their endeavors across organizational boundaries and collaborate with external stakeholders. When firms lack knowledge integration and technological capabilities, OI creates collaborative complexity given the magnitude of involved diverse actors and activities at different levels, which challenges the organizations to maintain the longevity of OI practices, resulting in several risks that limit firms to open up. However, we have identified the capabilities and actions that firms can take to strengthen a collaborative environment by counterbalancing these challenges. We contribute to the literature on OI by identifying and assessing the limits of OI, embedded in the organizational change process, that hinder organizational drive for OI. We also contribute to organizational change literature by identifying specific changes related to organizational processes, structure, and culture, and outlining approaches that can support a smooth transition. [ABSTRACT FROM AUTHOR]

Introduction Methods Results Conclusion An ethics‐guided decision‐making framework was developed for applying pathology‐supported genetic testing, a multifaceted pharmacodiagnostic approach that translates population risk stratification into clinical utility. We introduce this service, supported by the Open Genome Project, which aligns with the beneficence principle in personalized medicine.Genetic testing of six noncommunicable disease pathways was conducted as part of a pilot program, benchmarked against a readiness checklist for implementation of genomic medicine in Africa. Patient referral criteria were determined using healthcare funder claims data, employing the Adjusted Clinical Groupers and Resource Utilization Band risk rating structure to identify potential nonresponders to treatment.Three of the 135 doctors (2.2%) invited expressed immediate disinterest in the pilot, while 24 (17.8%) actively participated. Inherited, lifestyle‐triggered, and therapy‐related pathologies were simultaneously assessed in case reports, with special medical scheme reimbursement tariff codes applied to 25 patient referrals. The findings were used by the participating genetic counselor to select three patients for whole exome sequencing, utilizing a novel, level‐up data processing algorithm for adaptive reporting.This study demonstrated the implementation of genomics into an evolving workflow for patients with a history of frequent clinic visits. Eliminating the cost barrier provided valuable insights to guide future reimbursement policy decisions. [ABSTRACT FROM AUTHOR]

This article presents the results of a study focused on collaboratively developing an Innovation Management Model (MGI) for the leather agro-industrial chain in Colombia. This study integrates the participation of interested parties, the prioritization of variables, the literature review, and the validation of the model, emphasizing sustainability considerations throughout the process. The methodology involved a literature review, using Scopus and Google Scholar, focusing on innovation management models, open innovation, and sustainability of the leather sector. In addition, three surveys were conducted to prioritize the established variables, using Likert scale questions, to assess relevance and congruence. Key findings included 26 critical variables covering aspects such as agricultural and technological innovation in platforms and projects, capacity development, R&D activities, supply chain dynamics, innovation management processes, knowledge and technology integration, business model adaptation for sustainable development, and environmental impact assessment. The prioritized innovation model aims to guide stakeholders to define open innovation strategies, sustainable and regenerative innovation generation, and improvement of strategic and technological capabilities. [ABSTRACT FROM AUTHOR]

Over the last decade, biopharmaceuticals' research, development, production, and sale have involved high risks and costs for companies. Hence companies have moved toward reaping the benefits of open innovation models. Open innovation is a paradigm that forces the company to use internal and external ideas to accelerate and upgrade its technology and product innovation. This study attempts to identify and explain the open innovation model in the biopharmaceutical industry by studying the successful experiences of two prominent Iranian companies. Also, 22 companies were identified and 19 questionnaires were completed finally. The results of this study showed that the value chain in this industry consists of four major links (including research/discovery, development, production, and sales) and nine sub-links. Based on this, the conceptual model of open innovation in the value chain of Iran's biopharmaceutical industry is drawn with emphasis on four main actors including foreign patent companies, accelerators, large bio-companies, and distribution companies. Meanwhile, despite numerous problems, this industry has been able to move in the direction of open innovation. [ABSTRACT FROM AUTHOR]

In the era of the knowledge economy, how to resolve the paradox of openness so as to realise open innovation and promote the development of indigenous innovation has become an urgent problem for enterprises to solve. This study selects Huawei Hisilicon as the research object to conduct an exploratory single case study and draws the following conclusions: (1) open paradox has stages and the main paradox problems are different at varying stages; (2) enterprises should adopt different open-innovation modes to promote indigenous innovation and different strategies to solve the paradoxes at different development stages. In addition, this paper divided inbound open innovation into dependent and dominant types and revealed the specific forms of the paradox of openness, which have important theoretical and practical value for enterprises to resolve the paradox of openness and realise open innovation to promote the development of indigenous innovation. [ABSTRACT FROM AUTHOR]

Open innovation (OI) is an effective way for small and medium-sized enterprises (SMEs) to acquire external resources and enhance innovation performance. This study focuses on the effect of OI on innovation performance of SMEs. Specifically, this study classifies OI into inbound and outbound OI, and explores their respective impacts on SMEs' innovation performance. Besides, this study investigates the mediating role of absorptive capacity and the moderating role of business model on the above relationships. Based on the survey data from 218 Chinese manufacturing SMEs, our empirical results show that: (1) both inbound and outbound OI have positive impacts on SMEs' innovation performance; (2) absorptive capacity partially mediates relationships between inbound and outbound OI and innovation performance of SMEs; (3) efficiency-centered business model positively moderates the inbound and outbound OI-SMEs' innovation performance relationships, and novelty-centered business model only exhibits a moderating effect on outbound OI-innovation performance relationship. This study provides deeper insights into the relationship between OI and SMEs' innovation performance. Besides, this study reveals the mediating mechanism of OI on SMEs' innovation performance, and enhances our understanding of why some SMEs more successfully utilise OI activities to improve innovation performance than others. [ABSTRACT FROM AUTHOR]

Open innovation (OI) application has gradually expanded to traditional and institutionalised industries, which have their own institutional logic. Organisations in such industries are subject to strict regulations designed to mitigate risk and build organisational legitimacy. Despite its various advantages, OI adoption and implementation is challenging. Yet, institutional effects could play a critical role in facilitating organisations' change, especially when uncertainty exists. This study focuses on the analytical investigation of the three main institutional effects, i.e. coercive, mimetic and normative forces, on the implementation of OI. A case study approach was used to analyse the issue concerned. A total of four case studies were conducted. The research outcome highlights the role of institutional effects in the implementation of OI. It suggests that institutional effects are an effective means of stimulating the adoption of OI and can guide the organisational innovation process. Moreover, the results highlight the relationship between organisational characteristics and institutional effects. Coercive forces are more important for organisations that are government owned and controlled, while mimetic forces are more crucial for organisations with limited resources. Normative forces have a particular impact on the actions of organisations having direct or indirect ties with the professional networks. [ABSTRACT FROM AUTHOR]

This study aims to develop a more comprehensive understanding of design factors as they relate to the role of learning when implementing innovation contests. Through synthesising the principles of knowledge transfer and absorptive capacity, this study provides novel findings on the role of learning when implementing innovation contests. Using a unique data set from a six-year engagement (2015–2020), this paper presents case studies of seven firms implementing innovation contests. Firms ranged in size, industry, and type, which led to four primary data sources including 28 interviews and a range of data from 414 problem-solvers. This research contributes to the literature by demonstrating that learning is a critical design factor in innovation contests and occurs in a bidirectional way with differing levels of intensity for problem-solvers and solution-seeking firms. We find that learning is a salient factor that has direct and indirect effects on innovation contests, differing from what has been previously outlined in the innovation literature which solely focused on learning from a firm's perspective. The study contributes to practice by providing a blueprint for practitioners to make more informed decisions about the role of learning and its importance as a factor in the design and implementation of innovation contests. [ABSTRACT FROM AUTHOR]

Open innovation (OI) is a smart way for firms to explore new opportunities, develop new products and new processes to create value. When firms keep open to reveal knowledge for collaborating with external partners, they simultaneously protect their innovations from being copied, i.e. appropriability. The understanding of whether appropriability enables or hinders open innovation to impact innovation performance still remains inconsistent. OI can be divided into formal and informal OI. Specifically, formal OI is based on contractual agreements, informal OI is involved in non-contractual and unplanned knowledge exchange. The different dimensions of OI may impact innovation performance differently when interact with appropriability. It is necessary to study how the interplay between formal/informal OI and appropriability impact innovation performance. An empirical study is performed based on an innovation survey with a sample of 764 manufacturing firms. The results suggest that both formal and informal OI enhance innovation performance, and informal OI is found to exert a stronger impact on innovation performance compared to formal OI. The interaction between formal OI and appropriability enhances innovation performance. In contrast, the combination of informal OI and appropriability reduces innovation performance. [ABSTRACT FROM AUTHOR]

Organisational ambidexterity in a firm is significantly influenced by leadership. The relationship between distributed leadership and organisational ambidexterity has attracted the attention of scholars. However, the specific influence and internal mechanism are still unclear. Based on 274 questionnaires from senior managers in mainland China, this study clarifies the effect of distributed leadership on organisational ambidexterity and assesses the mediating role of open innovation and moderating roles of organisational connectedness and environmental dynamism. Our results indicate that distributed leadership has a positive effect on organisational ambidexterity and that the relationship is partially mediated by inbound and outbound open innovation. Organisational connectedness and environmental dynamism positively moderate the relationship between distributed leadership and open innovation (inbound and outbound open innovation) and the relationship between inbound open innovation and organisational ambidexterity. This study expands the driving factors of organisational ambidexterity and enriches the situational factors. [ABSTRACT FROM AUTHOR]

Determining the importance of major antecedents of open innovation between such distinct partners as industry and universities influences the decision-making regarding resources and effort allocation to their improvement, according to the strategic objectives of the firms. For this purpose, the present paper proposes an approach for conducting their importance-performance analysis based on fuzzy set theory and neural networks. Considering a hierarchical component model that integrates the components of the major antecedents, this study advances a research framework that first involves the operationalization of the collected data as fuzzy numbers. Then, the SHapley Additive exPlanation-based method estimates the derived importance of each component in the hierarchical component model using an optimal two-layers back-propagation network. Finally, a nine quadrants division of the importance-performance analysis developed on the basis of relevance and determinance measures of the analyzed antecedent components, delineates the prioritization of their potential improvements. A case study aims to demonstrate the developed research framework, illustrating its effectiveness and flexibility in decision-making related to the improvement of such antecedents. [ABSTRACT FROM AUTHOR]

Copyright of Contaduría y Administración is the property of Facultad de Contaduria y Administracion-Universidad Nacional Autonoma de Mexico 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 abstract 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 abstract. (Copyright applies to all Abstracts.)

Objective: The aim of the present study was to present a model for the impact of human capital and open innovation on organizational productivity. Methodology: This research gathered the necessary information by reviewing and evaluating previous studies in the field, as well as conducting in-depth interviews with experts and specialists in the areas of human capital, open innovation, and organizational productivity, who had practical experience at decision-making levels. Using the grounded theory analysis method, the study coded, categorized, and presented a conceptual model. Findings: After conducting interviews with experts and specialists in the fields of human capital, open innovation, and organizational productivity, and implementing the coding process using the grounded theory method, a total of 3 selective codes, 24 axial codes, and 71 open codes were identified. To validate the extracted codes, a focus group consisting of 10 experts, who were initially interviewed, was formed. The extracted codes were presented to them, and they were asked to provide their opinions on these codes. The result of the focus group's evaluation and discussion on the extracted codes indicated that the suitable model for assessing the impact of human capital and open innovation on organizational productivity includes 3 dimensions: human capital, open innovation, and organizational productivity, and 24 components, including 1) individuals, 2) leadership, 3) knowledge management, 4) strategic decision-making, 5) organizational management and structure, 6) system reorganization, 7) process versus activities, 8) progress measurement, 9) organizational culture, 10) employees, 11) structure and process, 12) innovative performance, 13) outsourcing, 14) financial resources, 15) legal factors, 16) collaboration with competitors, 17) customer, 18) achieving positive productivity outcomes, 19) cultural development, 20) process orientation, 21) employee participation, 22) connection with supply chain actors, 23) learning, creativity, and innovation, and 24) organizational rules and regulations. Conclusion: Organizational managers should define and design clear systems and structures, including appropriate promotion and reward systems, and financial regulations that monitor environmental changes and competitors' actions. [ABSTRACT FROM AUTHOR]

Export firms are vital to a country's economic development and are distinctively positioned to engage in environmentally sustainable innovation. We extend the resource‐based view about the unique cross‐border challenges faced by export firms and the advantage they can generate from engaging in sustainable development. Using a large sample of 4949 Taiwanese export firms, our main effects test confirms the link between export firms and environmentally sustainable innovation. Furthermore, we find that creativity enhancement processes and internal development processes positively moderate the relationship, whereas external collaboration processes negatively moderate it. We contribute to the literature on the contingent factors that explain environmentally sustainable innovation for export firms. Additional tests are presented and discussed along with policy implications, future research directions and conclusions. [ABSTRACT FROM AUTHOR]

Urban Living Labs are open innovation ecosystems that integrate research and innovation activities within urban communities. However, while solutions co‐created and tested in the Urban Living Labs must be contextualized and tailored to each city's uniqueness, broader impact requires generalization and systematic replication across geographical, institutional, and sectoral boundaries. This article examines nine Living Labs in European coastal cities, identifying several barriers and drivers for mainstreaming and upscaling solutions to increase climate resilience through the Living Lab Integrative Process. Our analysis focuses on three main categories. First, social and cultural aspects highlighted include stakeholder engagement and awareness, communication, and dissemination. Second, we assess institutional and political aspects, such as silos, bureaucracy, and resources. Last, we investigate technical factors as knowledge and experience, technical and internal capacity, data availability and accessibility, climate‐related policies and actions, and long‐term perspective. The results suggest that while some barriers and drivers are common across the cases, providing generalizable patterns, there are also specific differences requiring tailored solutions at the local scale. Nonetheless, the diversity in drivers indicates the potential for sharing knowledge across cases to translate, embed, and scale solutions, enhancing the transition toward climate resilience. Learning and innovation in real‐life contexts are fundamental in the Living Lab approach, and our findings demonstrate that cross‐case learning can enhance an iterative process of contextualizing and generalizing innovative climate solutions. [ABSTRACT FROM AUTHOR]

Traditional asset management strategy has emphasized building barriers to entry or closely guarding unique assets to maintain a firm's comparative advantage. A new "inverted firm" paradigm, however, has emerged. Under this strategy, firms share data seeking to become platforms by opening digital services to third parties and capturing part of their external surplus. This contrasts with a "pipeline" strategy where the firm itself creates value. This paper quantitatively estimates the effect of adopting an inverted firm strategy through the lens of application programming interfaces (APIs), a key enabling technology. Using both public data and those of a private API development firm, we document rapid growth of the API network and connecting apps since 2005. We then perform difference-in-difference and synthetic control analyses and find that public firms adopting public APIs grew an additional 38.7% over 16 years relative to similar nonadopters. We find no significant effect from the use of APIs purely for internal productivity: the pipeline strategy. Within the subset of firms that adopt public APIs, those that attract more third-party complementors and those that become more central to the network see faster growth. Using variation in network centrality caused by API degradation, an instrumental variables analysis confirms a causal role for APIs in firm market value. Finally, we document an important downside of public APIs: increased risk of data breach. Overall, these facts lead us to conclude that APIs have a large and positive impact on economic growth and do so primarily by enabling an inverted firm strategy. This paper was accepted by D. J. Wu, information systems. Funding: This work was partially supported by Mulesoft and Apigee Corporation. Supplemental Material: The data files and online appendix are available at https://doi.org/10.1287/mnsc.2023.4968. [ABSTRACT FROM AUTHOR]

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Open educational resources (OER) have significant potential for transforming teacher education in developing countries, yet this remains underexplored. This systematic literature review analyzes 98 articles to understand the impact and innovative prospects of OER’s ‘openness’ attributes on teacher education over the past two decades. While free access to OER is a crucial benefit and contributes to teacher education programmes, effective OER use relies on the proper application of other attributes. Thus, adaptation allows tailoring of materials to specific needs, promoting flexibility and contextualised learning, which are vital for effective teacher education. Free access addresses barriers like the digital divide and ensures content quality and sustainability, enabling equitable access to educational resources. Collaborative practices through OER foster knowledge co-construction and the development of essential 21st-century skills for teachers. The combination of formal and informal learning and remixing enriches teacher education by integrating structured curricula with personalised learning paths. This broader view of ‘openness’ beyond mere access provides insights for reshaping teacher education programmes to be more innovative and responsive to the evolving needs of educators in developing countries. The findings offer guidance for policies and practices to cultivate a new generation of empowered, adaptive teachers through OER integration. [ABSTRACT FROM AUTHOR]

Science, technology, and innovation (STI) systems are fundamental to the economic development of any nation. However, their high hierarchy and centralization create inequities for the more dispersed regions to access their benefits. Traditional approaches to STI system decentralization have been through public control and investment policies, posing a challenge for emerging economies. Given these conditions, it is necessary to explore alternative approaches such as open innovation (OI), which can facilitate bringing the STI system to the regions by breaking its hierarchical structure; and organizational ecology (OE), which can contribute to the construction of ecosystemic appropriation of STI in the regions. The objective of this research is to propose a conceptual model that addresses the need to decentralize Colombia's STI system through an alternative approach to public policy governance, utilizing OI and OE. The methodology used for this research is Design Science Research (DSR), which allows for the creation of an artifact-type model, validated through the representational validation technique, supported by a cross-impact analysis matrix completed by 67% members of the subregional STI committees in the department of Caldas. The result is a conceptual model that integrates the components of Colombia's STI system, decentralizes them through OI factors, and ensures the ecosystemic appropriation of STI in the regions through OE factors. Model criteria, such as organizational readiness, collaborative capacity, absorptive capacities, intellectual capital, technological capital, and local niche, are presented as key elements in the decentralization of the STI system and the ecosystemic appropriation in the co-creation of a mutualistic STI system in Colombia's regions. The findings of the model represent an integrated model that unfolds sequentially; the first phase develops the decentralization through OI factors, and the second phase develops the ecosystemic appropriation from OE factors. This research contributes an integrated OI and OE model as an alternative to the traditional STI system decentralization approach from public policy governance and nation-region control, overcoming the hierarchical barrier of the system and granting ecosystemic appropriation of science, technology, and innovation in the regions. [ABSTRACT FROM AUTHOR]

Open innovation communities (OICs) help firms gather ideas and access external resources for innovation, but the mechanisms and quantitative impacts of OICs on product innovation are underexplored. This study examines how OIC-driven innovation affects market performance, specifically word-of-mouth, for new products. Using the innovation value chain framework, this paper conceptualises two OIC-enabled innovation phases: idea generation (gathering ideas) and idea conversion (applying ideas to product development). Based on dynamic capability theory, we hypothesise that idea generation outputs enhance enterprise sensing capability, and idea conversion outputs enhance enterprise seising capability, contributing to competitive advantage through improved product word-of-mouth. Focusing on Xiaomi's MIUI system, we quantify each phase's impact on feature word-of-mouth post-launch using text mining techniques such as LDA topic clustering and sentiment analysis on community ideas and XiaomiStore reviews. Employing econometric methods, we empirically examine how outputs from idea generation and conversion stages affect feature word-of-mouth. Our findings highlight significant effects from both stages, with idea conversion serving as a partial mediator between idea generation and subsequent word-of-mouth. Pre-conversion ‘likes’ enhance the impact of both stages, while ‘comments’ show diminishing returns. This research provides insights into optimising OIC management and contributes to the existing literature. [ABSTRACT FROM AUTHOR]

While passenger expectations are rising, digitalisation at airports is often still in its infancy. Airports are caught in the brick-and-mortar-conundrum: while the half-life of new trends is extremely short, it takes years until investments in infrastructure pay off. Today, the airport experience for travellers is mostly characterised by a time-consuming stop-and-go process and a rather static retail and food and beverage (F&B) offer. To meet passenger expectations, which have significantly risen in recent years, it is essential for airports to evolve. Digital innovations open unprecedented opportunities to accelerate processes, individualise offers and enhance passenger experience, thus contributing to a higher passenger satisfaction and an increase of non-aviation revenues. With its vast experience from over 155 successfully completed projects, Munich Airport International is supporting airports around the world with strategic advice on how to enhance their passenger experience and commercial concepts, among others. This paper analyses the status quo of the passenger journey and discusses the problem areas associated with it. Showing examples from Munich Airport and Terminal A at Newark Liberty International Airport, it introduces and evaluates innovations that will have a substantial effect on the business model of airports. Eventually there will be a paradigm shift, from airports being mere transport hubs to being complex business platforms. [ABSTRACT FROM AUTHOR]