Commission services consider the expert group a good forum for the exchange of views, experiences and best practices amongst the Member States and between them and the Commission.
and the e-commerce expert group has led not to a well-functioning system of notifications of national administrative and judicial decisions in the meaning of Article 19 (5) ECD.
stakeholders and experts to carefully analyse the implementation process for setting up the EU trustmark scheme. 149
but only provide a sender with information on possible delivery options in a given situation. 95 The Commission services are conducting a sectoral study, with the help of an external consultant, regarding the cross-border provision of parcel delivery services,
when employees change jobs, they take their knowledge with them, resulting in knowledge flows between firms (Chesbrough, 2003).
The external knowledge is generated by the employees, business partner, customers, consultants, competitors, business associations, internet sales and service units, internal research and development units and academia.
and employees driven knowledge but proof of enhancing knowledge raised by universities and research laboratories in the innovation process of business actors is relatively scarce,
Later on, a firm must carefully maintain its employee relation and The USV Annals of Economics and Public Administration Volume 14, Issue 1 (19),
which brought together more than 350 decisionmakers, leading innovation experts and entrepreneurial practitioners from around the world,
and orchestrated support from facilitators, coaches and experts on different steps in the innovation process.
But, what is the role of experts in developing, filtering and selecting solutions to be prototyped?
What, however, is needed increasingly are shaped the T skills profiles where experts have not only specific knowledge
if experts are asked for a solution for a problem, there is good convergence of the ideas
and that the peak is not necessarily at the same place as those of the experts (Figure 2). Figure 2:
Bror Salmelin Adviser Innovation Systems Directorate-General for Communications networks, Content and Technology, European commission bror. salmelin@ec. europa. eu R E g I O N A l
Howe 1 defines crowdsourcing as an‘act of taking a job traditionally performed by a designated agent (usually an employee) and outsourcing it to an undefined, generally large group of people in the form of an open call'.
and in a competitive way also from the viewpoint of industrial manufacturing companies e g. 3. The crowds of the above crowdsourcing platforms consist of very professionally operating industry experts from various industries
industrial companies can reach a vast number of experts in specific field (e g. more than 1. 5 million mechanical engineers in Grabcad),
while others provide access to a smaller crowd of world-class experts (experts e g. in the area of environment, energy, mobility, construction and design related to cleantech in Solved).
Innocentive (http://www. innocentive. com/)>300 000 registered users, additionally a network of 13 000 000 experts EMC, Flextegrity Grabcad (http://grabcad. com
or totally on paid crowdworking and getting a growing attention of clientele that has traditionally been in the tight embrace of the old‘big five-type'strategy consultants.
The concept was created co by a crowd of 12 experts with a large variety of different areas of expertise from Solved's network of 500 world-class experts from all over the world involving 200 companies from various fields
The jury for deciding the best solutions consisted of both Konecranes and Grabcads employees. The engineering challenge can be considered as a concrete yet professionally a very demanding task,
Nowadays, many software and consumer electronics companies say openly that they are not the experts in the usage of their products and services,
In addition there is an increasing trend of employees moving between industry and universities or keeping dual appointments.
New skills, programmes and learning technologies The spread of open innovation and a greater permeability of organisational boundaries place new demands on skills and capabilities of employees.
and the Act on the Right in Employee Inventions (656/1967). Basic principles of the Act on the Right to University Inventions (369/2006) The Act on the Right to University Inventions regulates the protection
and rights of patentable inventions created by employees of the Finnish universities. The allocation of rights regarding the research-initiated IPR depends on the nature of the research.
if the employee was ordered specifically to carry out a specific task. In certain special circumstances the employer may gain a right to use the invention,
The employee has a right to equitable remuneration. Comparing legal principles inventions in employment vs university inventions The acts described above have common features
Even the researcher is seen not as an employee, but a torchbearer for research and civilised or even sophisticated society.
I O N y E A r B o O k 2 0 1 5 Karolinska has also a network of 200 experts from life science companies.
The side effect is need a considerable for experts for evaluating all these project proposals that finally leads to low evaluation quality
Types of innovation labs and their main features 13 Lab features Cop constellation Objectives Role of government Time horizon Policy labs Civil servants and external experts
Fab Lab Berlin (DE), Rocketspace (US) Firm-driven labs Company employees & external experts Feed results of joint activities into the company's innovation strategy
Mindlab has built a community of practice encompassing civil servants and external experts. Most recently a group of specialists working on the implementation of reform projects
2) Based on these first analytical insights, a discussion takes place with experts and public sector stakeholders (3). Proto-typing takes place together with citizens
Throughout this process, civil servants are the primary experts (with possible support by external experts), while businesses and citizens are key informants for the problem definition and proto-typing.
Operators of firm-driven labs set up spaces for integrating external knowledge and talents, e g. from small and medium sized firms, freelancers and experts.
and infrastructure as well as support offered by six UFA employees. 2) Innovation projects are financed either by industrial partners, public funds or UFA.
and implemented by selected applicants, freelancers and UFA employees. 3) An agency offers services in cooperation with freelancers.
and integrate citizens as active experts in research and development. Investor-driven labs Investor-driven labs are testing arenas for new business ideas and business models.
L I V I N G L a b S 71 infrastructure and equipment, offer coaching programmes with national and international industry experts,
and services for like-minded enthusiasts and experts who first dedicate their energy to addressing a specific need, demand or problem.
citizens, users, bureaucrats, interest groups, experts, partners, financiers, economic and academic stakeholder and students etc. This diversity facilitates avoiding blind spots in innovation processes.
L I V I N G L a b S 73 of the Expert Group on Public sector Innovation.
A‘designerly'approach facilitates citizens in participating as experts on their own quality of life. The main challenge is in the co-creation process in the ecosystem:
There is a need for new citizen participation practices that acknowledge citizens as experienced experts on their own needs,
They are experts on their own needs, but require facilitation in being involved in design, new possibilities and future services.
A‘designerly'approach facilitates citizens in participating as experts on their own quality of life. The main challenge is in the co-creation process:
There are about 500 companies and 2300 employees within the creative industry in the Ostersund region.
Invite other experts from the sector to give you feedback on your innovative ideas! But then again, is it wise for a company to take on anything that comes from the start-up scene?
If they provide space for their employees to carry out their dreams within the organisation and start a dialogue that can stimulate the internal vision and business model,
Bror Salmelin, Adviser for Innovation Systems Directorate General for Communications networks, Content and Technology (DG CONNECT) European commission Introduction 6 O P E N I N N
Humor from employees stimulates readiness for change and is extremely important in the transformation processes of any organisation.
High expectation entrepreneurs (HEE's) expect to employ 20 employees or more within five years and are a primary source of job creation. 18 O P E N I N N O V A t I O N y E A r B o
Adviser, Innovation Systems, EC Directorate General CONNECT Board member, Open Innovation Strategy and Policy Group bror. salmelin@ec. europa. eu 19 Open Innovation 2. 0 Fundamental Change in Innovation Processes*Abstract
Contact Bror Salmelin Adviser for Innovation Systems, European commission, Directorate General for Communications networks, Content and Technology (DG CONNECT) bror. salmelin@ec. europa. eu 22 O
From discussion with experts, a specific focus on intra-logistics processes has been derived for ELLIOT. Intra-logistics deal with the logistics processes between companies (e g. warehouse logistics, material logistics/production supply;
they have been attended by various types of users, such as patients, occasional visitors, returning visitors, clinicians, employees and others.
and user experience monitoring for finding a proper balance between the work environment settings, individual comfort of office employees, work efficiency,
occupied by 8 regular office employees, was equipped by sensors for monitoring the energy consumption (Plugwise Circle), indoor/outdoor temperature, humidity,
the centre and the respective medical expert can react when critical events appear. These were the main considerations,
People do not trust advisers anymore; New technological ways to measure stress and emotions; Wearable technology will not only be in clothes,
MBA Partner, Senior Business Consultant CGI Group Inc. gohar. sargsyan@cgi. com Jaspar Roos Chief Inspiration Officer Future Ideas EU
and to manage a priority-setting process in the context of national and regional innovation strategies (4). This principle was outlined initially by the Expert Group‘Knowledge for Growth'in 2008.
The point of departure for the Knowledge for Growth Expert Group was the innovation system research
including 300 founded by former Nokia employees. Microtask outsources office work. Zen Robotics specialises in automating recycling.
Supercell's employees are what you would expect: men with beards and ponytails who take time out from their computer screens to show off their collections of action figures.
It has convinced also companies that this is a great way to reward their employees and free them from domestic distraction.
Hemfrid now has 10 000 regular customers and 1 326 employees 70%of them born abroad.
Rovio now has 500 employees in Finland and had a turnover of $100m in 2011.
educating employees and tackling public health challenges. Not welcomed by all members and initially with some reluctance,
Post-Incubation License Spin-ostart-up For future development Start-up Creation Commercialization Products/Services in the market+ACTORS Senior Entrepreneur Expert board (internal+external
Knowledge & Innovation Mkt Business Incubator Network SW for idea management Observatory Expert entrepreneurs Lead customers Expert professors Mixed team (technicians+MBA
/entrepreneurs Coaches Business/Management frameworks Entrepreneurs courses Equity/Management team/Company Marketing/consulting experts Access to Finance Legal & administrative support IP rights?
& Strategy advice Networking Financial Nurturing Equity/Management team/Company Marketing/consulting experts Finance & debt management Internationalization support Business Development (growth strategies) Networking VC Forums Consolidation/Defining the appropriate Business model Training Competence development Protection of IPR+Patents
Commission Opinion of 30.11.2011 on the independent expert evaluation on the EIT. COM (2011) 816 final.
when employees are engaged in what they like or think they are trained specially.‘‘It is likely that a person's high in self-efficacy would surpass less efficacious individuals in relation to factors such as promotions
or career success or salary'(2). Employees who are motivated at work are more likely to be persistent, creative and productive.
which should be oriented more to leadership and consensus of common goals with employees that the old model based on performance metrics in monetary terms.
and adaptability by employees in order to be executed smoothly inside the organisation. We all know there is usually an innate resistance in humans
J. Impact of Self Efficacy on Motivation and Performance of Employees. International Journal of Business and Management. 2013.
'Whether as customers, employees, managers, financiers, partners, or citizens in communities, every stakeholding individual can bring capital to the value creation process through their‘value creative capacities'and,
and external experts led by Symnetics, a consulting organisation, over multiple phases. In the first phase
and extraordinarily rapid adoption (Figure 2). This ecosystem approach has been emphasised i. a. in the report of the independent expert group concerning European Innovation Partnerships (EIPS) as a Tool for Systemic Change (2
Éolane has more than 3 500 employees around the world. They are able to design and manufacture electronic components, devices or systems.
because innovation development in this field requires sensor companies, electronic textile (12) experts, platform providers and service application developers working together in the business ecosystem (as described in Figure 1). The goal of the business ecosystem of Careware project is to provide unobtrusive wearable sensor based digital services
individual mentoring by experts, organised networking, and support for business planning and development. Full commercialisation support for grantees who successfully graduate from the programme with a marketable application,
mentoring and experts support on necessary technologies, tools, business and entrepreneurial skills to build their ideas using platforms
provision of access to finance and markets through carefully calibrated local/regional/European innovation ecosystem with leading experts and practitioners on market access,
and one-on-one mentoring by experts. Grantees who successfully graduate from the programme with a marketable application will receive support for access to finance (accelerator, business angel and venture capital investment) and access to international markets.
'Considered impossible by many experts, John Harrison, the son of a carpenter, invented the first‘marine chronometer,
Nature Publishing Group and Popular Science, the network of experts with access to the challenge spans 12 million people.
since its popularisation in the book Competitive Advantage, has been a standard tool for consultants and practitioners alike.
or institution taking a function once performed by employees and outsourcing it to an undefined (and generally large) network of people in the form of an open call.
when Intuit customer service teams began experimenting with online support forums moderated by enthusiast employees. He asked the question‘how might we leverage user contribution at Intuit,
Then strategy consultants spend months interpreting the data, decide what it means and suggest a course of action.
Humor from employees stimulates readiness for change, thus the organisation should foster internal approval of positive humor
item id=7195 (4) Mandela N.,Famous quotes Contact Dr Gohar Sargsyan, MBA Partner, Senior Business Consultant CGI Group Inc. gohar
and external experts into their innovation processes (Mckinsey, 2008). It has been suggested that this open innovation approach,
and potential solution providers such as creative individuals, designers, retired employees, scientists, suppliers, or other enterprises for new ways to generate idea,
we relied on the number of employees when selecting our interview partners. Five of our selected companies represent micro firms with less than 10 employees,
while ten of them employ between 10 and 50 employees. The sample of interviewees was selected in a way to provide a broad range of work fields in the area of craftsmen businesses including carpenters, mechanical engineers, metal workers, footwear producers, sports equipment technicians, electrical engineers, bricklayers and manufacturers
of refrigeration. Twelve of the interview partners are also the owners of the respective firms
and the other was an expert in open innovation studies. To ensure that the insider's perspective did not bias the results,
Also, internal sources such as employees are considered still important sources of innovation: Interviewee 8: You have to consider that the majority of the ideas are generated by our employees,
who are working on the front line and who have gathered a tremendous amount of experience within their specific area of expertise.
our employees are involved actively in the development process of new ideas. I am the one responsible for condensing
Most of the decisions are made in collaboration with our employees, because without their involvement it is difficult to consequently succeed.
but also customers, employees and other corporations are accepted as sources for invention. This study supports theoretical assumptions
The last Community Innovation Survey in Belgium shows that large firms(>250 employees) are collaborating on average with more external partners than small firms.
when the number of collaborative deals is divided by the number of employees thus measuring the open innovation intensity.
Some of them we found through publications, others by contacting a large European network of open innovation experts.
or size class (taking into account that small companies should have less than 500 employees). The companies are active in a wide range of industries.
and have 500 employees; other companies are just a few years old and have less than five employees.
The reader should thus not be surprised by the heterogeneity 13 of the cases. The diversity of the themes we will discuss illustrates how open innovation can take different shapes within each specific firm or industry.
cross-industry learning process led by sleep experts. The QOD case illustrates that developing a successful business model that ultimately changes the industry starts with nothing more than the conviction of a well-informed entrepreneur.
Curana is a micro-company (less than 20 employees) that is active in the bicycle accessory market.
and material experts. The third step is promotion. In this step Curana organized information sessions to promote its new ideas among potential customers.
and material experts. Using the so-called Original Strategic Management (OSM) model, Curana and its innovation partners started from a vision based on new opportunities derived from global trends,
After consulting with an examination board of sleep experts, QOD decided to produce a functional quilt that would reduce the temperature variation under the quilt to provide a healthy sleep.
It combined valuable insights from sleep experts with the PCM technology which has required the characteristics to improve sleep.
and tested with the help of medical experts. QOD's first functional quilt branded as Temprakon was the result of linking PCM technology with insights about sleep comfort from the medical world.
Jaga also explored initiatives to spur the creativity of employees and external partners by setting up Jaga Product Days in 2007 (see p 47).
Adriaan Debruyne (now director of Saflot Creative Consultants) added: Our antennas are open to society and technologies,
Some of Curana's employees, for instance, did not understand why management was preoccupied with managing the network of partners
Intellectual property rights are owned usually contractually by the innovating firm in the case inventors are companies doing contract research, external designers, or employees.
Universities, research labs, crowds of experts, lead users, and knowledge brokers are just a few examples of potential external sources of knowledge.
Therefore, the Airfryer is packaged with an inspiring recipe booklet, written by a culinary expert, which contains 30 easy-to-prepare recipes,
or consultants develop. In contrast, they are spurred to take action when they are confronted with the testimonials of entrepreneurs who are using open innovation successfully to develop new businesses.
SMES are companies with less than 250 employees (N=792; lager companies(=250 employees; N=175.
The calculation covers the period 2002-2004. Open innovation can be measured in different ways. Developing a search strategy is one of the most important aspects of open innovation.
market sources (suppliers of equipment (i), customers (ii), competitors and other firms with similar activities (iii), commercial labs, private R&d organizations, and consultants (iv;
The external R&d intensity reflects external R&d per employee. Collaborative innovation indicates whether innovating firms engage in collaborative innovation activities with six potential partners:
consultants and private R&d organizations (iv; universities (v; and public research organizations (vi. Collaborative innovation is captured by calculating the average score of the six questionnaire items registering the firm's use of cooperative agreements with innovation partners.
and the collaboration intensity measures the collaboration per employee. Variable Small and medium-sized enterprises (N-SME=792) Large firms (N-large=175) Mean Standard deviation Mean Standard deviation Difference Search intensity
Moreover, small contests can be held among employees, suppliers, and local communities of designers, engineers, and so on. 33 These value networks have been described by different authors.
A thirdpracticetobenefitfrominternalknowledgeisto capitalizeontheinitiativesandknowledgeofcurrent employees, includingthosewhoarenotemployedatthe internal R&ddepartment. Severalcasestudiesillustrate that informaltiesofemployeeswithemployeesofother ARTICLEINPRESS V. vandevrandeetal.//Technovation29 (2009) 423 437 424 organizationsarecrucialtounderstandhownewproducts are createdandcommercialized (e g.
ARTICLEINPRESS Table 1 Distributionofrespondentsacrossindustriesandsizeclasses Type ofindustry Size class 10 99 employees 100 499 employees Total Manufacturing Food andbeverages (NACECODES15 16
Employee involvement Leveraging theknowledgeandinitiativesofemployees who arenotinvolvedinr&d, forexamplebytakingup suggestions, exemptingthemtoimplementideas, or creating autonomousteamstorealizeinnovations. Technologyexploration Customer involvement Directly involvingcustomersinyourinnovation processes, forexamplebyactivemarketresearchto check theirneeds, orbydevelopingproductsbasedon customers'specificationsormodificationsofproducts similar likeyours.
951 Employee involvement9342571 Technology exploration Customer involvement9738611 External networking9429674 External participation3216831 Outsourcingr&d5022735 Inward IPLICENSING20 5 932 Table 4 Incidence ofandperceivedtrendsinopeninnovationpracticesbetweenindustries
0. 02 0. 02 0. 1 Employee involvement94 93 0. 7 0. 41 0. 41 0. 2 Technology exploration Customer
/Technovation29 (2009) 423 437 429 Table 5 shows thatmedium-sizedenterprises (100 499 employees) aremorelikelytoengageinopeninnovation. On alltechnologyexploitationandexplorationpractices they aredoingslightlyorsubstantiallybetter.
Weconsideredarange of initialsolutionsfromthehierarchicalanalysiswitheither ARTICLEINPRESS Table 5 Incidence ofandperceivedtrendsinopeninnovationpracticesbetweensizeclasses Incidence Perceived trenda 10 99 employees (n 376)(%100 499 employees (n 229
)(%Mann Whitney Z (U) 10 99 employees (n 376) 100 499 employees (n 229) Mann Whitney Z (U) Technologyexploitation Venturing 27
. 5 Employee involvement 92 96 1. 7 0. 37 0. 48 2. 8*Technologyexploration Customer involvement 97 98 1. 1
Venturing 40 27 15 14.5*Outward IPLICENSING44 1 0 227.3**Employee involvement98 99 38 340.5**Technology exploration Customer involvement98 99 77
Venturing 0. 17 0. 11 0. 05 5. 2 Outward IPLICENSING 0. 11 0. 00 0. 00 26.0**Employee involvement 0
inter-organizationalnetworksandcustomerinvolvementare ARTICLEINPRESS Table 8 Motives toadoptopeninnovationpractices Category Examples Technologyexploitation Technologyexploration Venturing (n 83)(%Employee involvement (n 256)(%Customer involvement (n
Employee involvementistheonlyitemwheremotives are differentthanfortheotheritems. SMESCAPITALIZEON the knowledgeandinitiativesoftheir (non-R&d) employees foroptimaluseofhumancapitalandformarket considerations. However, employeeinvolvementisalsothe outcome ofan‘internalorganizationalpolicy'oritis stimulatedtoimprovemotivationandcommitmentof employees.
Thesetwomotivesarenotnecessarilydictated by innovationobjectives. Table 9 identifies themainmanagerialandorganiza-tional challengesthatsmesperceivewhentheyadoptopen innovationpractices. Weremindthatinterviewersfirst asked ifrespondentshadexperiencedanybarrierstoopen innovation. Ifrespondentsansweredpositively, theinter-viewer exploredthenatureofthesebarriersbyopen-ended questions.
Themainbarrierstoinnovationmentionedby the respondentsarerelatedtoventuring (mentionedby 48%oftherespondents), externalparticipation (48%),and outsourcingofr&d (43%.%Table 9 shows theextenttowhichthebarriersmentioned abovematterforeachofthedifferenttypesofopeninnova-tionactivities.
Governmentalsupportisexperienced ARTICLEINPRESS Table 9 Hampering factorswhenadoptingopeninnovationpractices Category Examples Technology exploitation Technology exploration Venturing (n 40)(%Employee involvement (n 88)(%Customer involvement (n
Customers, employees and other firms are the most common sources of new ideas, but the use of venture capital, outsourcing of R&d and the licensing of other firms'IP are also becoming more common nowadays.
Not only customers but also firms'employees can contribute to a firm's overall innovative performance. Both in closed and open innovation paradigms, individual employees play a crucial but different role.
Thus, a firm should foster a culture in which these knowledge workers are motivated to continuously search for new ideas.
In addition, firms that embark on open innovation should stimulate interorganizational networking between employees of different firms.
Several case studies illustrate that informal ties of employees with employees of other organizations or institutions are crucial to understand how new products are created and commercialized (Chesbrough et al.,
) Morgan (1993) observed in the early nineties already that the role of formal reporting structures and detailed work processes had diminished a role in favor of informal networks of employees.
These networks were in many cases cross-boundary linking employees of (locally bounded) 10 networks of firms.
The strength and dynamics of these connected groups of employees has a significant impact on firms'knowledge creating capability.
However, there has been much less attention paid to how informal networks of employees in networked organizations may facilitate
Chesbrough (2003) provides evidence that small firms (firms with less than 1000 employees) continually increased their share of total industrial R&d spending in the US during the last two decades.
The larger firms with more than 25.000 employees were still responsible for 38%of total industry R&d spending in 2005 compared to 71%in 1981 (National Science Foundation
Although service firms, on the other hand, will be inclined to use networks and customer and employee involvement in the innovation process,
SMES are defined as firms with up to 500 employees. However, there is still great difference in the innovation strategies of small firms (up to 100 employees) and medium sized enterprises (100-499 employees.
The innovation processes of larger firms are structured typically more and professionalized, and larger firms typically have more resources than small firms.
Although the use of interorganizational networks, the involvement of employees and that of customers in the innovation processes seems to be equally feasible for both small and large SMES, the extent to
defined as all firms with no more than 500 employees. Firms with less than 10 employees (i e. micro-firms) were excluded from the sample,
because in general they have no or very limited in-house R&d activities. Besides, the population of micro-firms contains a relatively high share of start-ups.
Table 1. Distribution of respondents across type of industry and size class Size class Type of industry 10-99 employees 100-499 employees total Manufacturing:
To measure the role of employees, respondents had to indicate to which degree employees were stimulated to contribute to innovation processes,
e g. by investing in employees'ideas and initiatives, creating autonomous teams with own budgets to carry out innovations,
or stimulating employees'external work contacts in order to enhance opportunity exploration. The survey data allowed distinguishing between employees that belong to the R&d department
and those that are coming from other organizational parts of the company. Furthermore, the survey also investigated
whether firms collaborated with the different types of partners as described above, including complementors, competitors,
%2%License IP to other firms 10%3%95%1%Technology exploitation Customer involvement 97%38%61%1%Employee involvement 93
customers and employees in innovation processes is fairly 21 common among Dutch SMES. Licensing IP,
This is the case for all indicators in Table 2. Especially employee involvement, customer involvement, the use of network partners and (to a lesser extent) outsourcing of R&d have experienced a substantial increase in popularity in the last three years. 5. 1 Type of industry Table 3 shows the share of manufacturing
Customer involvement, employee involvement, and the usage of networks in the innovation process appear to be the main types of open innovation practices used by both manufacturing and services firms.
2, 2 Employee involvement 94%93%0, 4 0. 41 0. 41 0, 1 Network usage in innovation processes 95%94%0, 3 0. 24 0. 26 0
Table 4 shows that larger SMES (100-499 employees) are on average much stronger involved in outsourcing R&d
as compared to the small SMES(<100 employees). Both size categories show no significant differences with respect to customer
and employee involvement, networking with partners because these are practices that have no discriminating power
and perceived change across size classes Use Perceived change (1) Open innovation indicator 10-99 employees (n=376) 100-499 employees (n=229
) F-value 10-99 employees (n=376) 100-499 employees (n=229) F-value Technology exploitation Venturing 27%32%1,
Technology exploration Customer involvement 97%98%1, 2 0. 30 0. 50 22,8**Employee involvement 92%96%3, 0 0
**Technology exploration Customer involvement 98%99%77%66,5**Employee involvement 98%99%38%388,9**Network usage in innovation processes 99%100
The firms in this cluster rely mainly on the involvement of network partners, customers and employees in their innovation processes.
This is a relatively small group of companies that mainly rely on customer involvement and to a minor extent on employee involvement and network partners.
13,0**Technology exploration Customer involvement 0. 52 0. 38 0. 05 19,5**Employee involvement 0. 53 0. 43 0. 07
Share of manufacturing firms (versus service firms) 58%45%43%3, 7 Share of firms with 100-499 employees (vs. 10-99 empl.
-R&d employees in the innovation process. The different answers of the respondents to the question what drives them to get involved in open innovation practices were coded,
and ideas of current employees Policy*Organization principles, management conviction that involvement of employees is desirable Motivation*Involvement of employees in the innovation process increases their motivation
and commitment*Only used for coding motives related to employee-involvement Table 8 below shows that for almost all open innovation practices pursued by SMES,
The only exception is improving the involvement of non-R&d employees in the innovation process:
(n=94) Network usage (n=175) Customer involvement (n=232) Employee involvement (n=256) Control%1 1 3 1 1
Policy%--15 Motivation%--22 Other%8 19 14 11 10 11 Total%100 100 100 100 100 100 Employee involvement
Almost 30%of the respondents that involve non-R&d employees in their innovation process do
so because they feel that the skills of their employees can be utilized in a more efficient way,
In addition, many companies involve employees for motivational reasons. Up to 15%of the respondents is convinced of the added value 32 of employee involvement for innovation;
often this is part of the firm's policy in this case. Another 22%sees the involvement of employees mainly as a way to motivate them.
The direct impact on the bottom-line in that case is less important as employees are engaged primarily in the innovation process to increase their overall performance on the job.
Finally, market considerations are also important: after all, employees may be closely related to the market and therefore have a better idea than managers or engineers about the potential success of products and the problems they experience with customers.
In this case, employee involvement is a valuable source of knowledge in the innovation process. Finally, there are also motives that are primarily related to specific types of open innovation.
For instance, 8%of the respondents list the corporate brand reputation as a reason to engage in venturing activities.
innovation appears not to fit the market Competent employees Employees lack knowledge/competences, not enough labor flexibility Commitment Lack of employee commitment, resistance to change Idea management Employees have too many ideas,
no management support Table 10 shows the extent to which the barriers mentioned above matter for each of the different types of open innovation activities.
employees who leave the organization. These inter-organizational relationships frequently lead to problems concerning the division of tasks and responsibility, the balance between innovation and day-to-day management tasks,
) Customer involvement (n=68) Employee involvement (n=88) Administration%28 13 10--Finance%10 0 5--Knowledge%5 5---Marketing
--User acceptance%--13-Customer demand%--28-Competent employees%--24 Commitment%--51 Idea management%--8 Other%8 3-8-Total%100 100
When involving employees, it often turns out that they do not have required the 35 capabilities
management decides not to take up any of the ideas provided by employees or that the number of ideas coming from individual employees just gets too large to handle in an efficient way.
This, in turn, poses new challenges to managers when they want to get the most out the creativity of large numbers of individuals.
Conceptualizing entrepreneurial employee behaviour H200801 12-11-2008 Investigating Blue Ocean v. Competitive Strategy: A Statistical analysis of the Retail Industry H200723 21-12-2007 Overoptimism Among Entrepreneurs in New Ventures:
Overtext Web Module V3.0 Alpha
Copyright Semantic-Knowledge, 1994-2011