The Future of Open Innovation
The future of open innovation
Oliver Gassmann1, Ellen Enkel2 and Henry Chesbrough3
Institute of Technology Management, University of St. Gallen, Dufourstrasse 40a, CH-9000 St. Gallen, Switzerland. oliver.gassmann@unisg.ch 2 Dr. Manfred Bischoff Institute of Innovation Management of EADS, Zeppelin University, Am Seemoser Horn 20, D-88045 Friedrichshafen, Germany. ellen.enkel@zeppelin-university.de 3 Center for Open Innovation, F402 Hass School of Business, University of California, Berkeley, CA 94720-1930, USA. chesbrou@haas.berkeley.edu
1
Institutional openness is becoming increasingly popular in practice and academia: open innovation, open R&D and open business models. Our special issue builds on the concepts, underlying assumptions and implications discussed in two previous R&D Management special issues (2006, 2009). This overview indicates nine perspectives needed to develop an open innovation theory more fully. It also assesses some of the recent evidence that has come to light about open innovation, in theory and in practice.
1. Perspectives on open innovation
T
he open innovation phenomenon has developed from a small club of innovation practitioners, mostly active in high-tech industries, to a widely discussed and implemented innovation practice. Simultaneously, a small community of management researchers has recently developed into an established research field. This is reflected by several special issues on open innovation, for example, R&D Management 2006, 2009, and the International Journal of Technology Management 2010a, b. Consequently, single lectures by early proponents have been supplemented by large management seminars on open innovation, which are often fully booked. Once a field grows rapidly, there is a danger that it may become a short-term fashion and hype. This special issue reports on recent research evidence to further develop the open innovation research field. Open innovation has been defined as ‘. . . the use of purposive inflows
Oliver Gassmann1, Ellen Enkel2 and Henry Chesbrough3
Institute of Technology Management, University of St. Gallen, Dufourstrasse 40a, CH-9000 St. Gallen, Switzerland. oliver.gassmann@unisg.ch 2 Dr. Manfred Bischoff Institute of Innovation Management of EADS, Zeppelin University, Am Seemoser Horn 20, D-88045 Friedrichshafen, Germany. ellen.enkel@zeppelin-university.de 3 Center for Open Innovation, F402 Hass School of Business, University of California, Berkeley, CA 94720-1930, USA. chesbrou@haas.berkeley.edu
1
Institutional openness is becoming increasingly popular in practice and academia: open innovation, open R&D and open business models. Our special issue builds on the concepts, underlying assumptions and implications discussed in two previous R&D Management special issues (2006, 2009). This overview indicates nine perspectives needed to develop an open innovation theory more fully. It also assesses some of the recent evidence that has come to light about open innovation, in theory and in practice.
1. Perspectives on open innovation
T
he open innovation phenomenon has developed from a small club of innovation practitioners, mostly active in high-tech industries, to a widely discussed and implemented innovation practice. Simultaneously, a small community of management researchers has recently developed into an established research field. This is reflected by several special issues on open innovation, for example, R&D Management 2006, 2009, and the International Journal of Technology Management 2010a, b. Consequently, single lectures by early proponents have been supplemented by large management seminars on open innovation, which are often fully booked. Once a field grows rapidly, there is a danger that it may become a short-term fashion and hype. This special issue reports on recent research evidence to further develop the open innovation research field. Open innovation has been defined as ‘. . . the use of purposive inflows
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