Strategic application of outbound open innovation

Antero Kutvonen

77 citations0/0 files storedEuropean Journal of Innovation Management

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Innovation and Knowledge Management Intellectual Property and Patents Business Strategy and Innovation

Abstract

Purpose This paper aims to examine the strategic dimension of outbound open innovation (OOI) with a focus on identifying strategic objectives for exploiting knowledge externally. It reviews the literature, presents a list of strategic objectives, and introduces a novel categorization. Design/methodology/approach A literature review of works combining strategy, and OOI lead to conceptualizing an array of strategic benefits including novel concepts. The review focuses on the empirical observations reported by previous research. Findings This paper presents the most comprehensive description of strategic objectives that may be pursued by OOI, with several case examples. Objectives are classified to six categories: gaining access to new knowledge, multiplication of own technologies, learning from knowledge transfer, controlling technological trajectories, external exploitation as a core business model and exerting control over the market environment. Research limitations/implications The paper limits itself to discussing the non‐monetary objectives and incentives for engaging in outbound OI, or in other words, the potential that outbound OI has in creating strategic business opportunities. Practical implications For the manager, acknowledging the external opportunities for a firm's knowledge assets allows shifting from “just profit” externalization to a more strategic control over the company's future and its environment. Originality/value Whereas the common viewpoint in connecting between strategy and OOI is to minimize the negative impact, while retaining monetary benefits, this paper views OOI as an enabler of further strategic mobility and flexibility. The categorized list of strategic objectives also includes some novel additions to current understanding.

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References

1991Firm Resources and Sustained Competitive Advantage 2004Firm resources and sustained competitive advantage 1990Absorptive Capacity: A New Perspective on Learning and Innovation 1997Dynamic capabilities and strategic management 1991Exploration and Exploitation in Organizational Learning 2003Open Innovation: The New Imperative for Creating and Profiting from Technology 2005Open for innovation: the role of openness in explaining innovation performance among U.K. manufacturing firms 2007Managing Firm Resources in Dynamic Environments to Create Value: Looking Inside the Black Box

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2019The interplay among entrepreneur, employees, and firm level factors in explaining SMEs openness: A qualitative micro-foundational approach 2020Impact of open innovation on organizational performance in different conflict management styles: based on resource dependence theory 2008Open Innovation in Global Networks 2018How Does Openness to Innovation Drive Organizational Ambidexterity? The Mediating Role of Organizational Learning Goal Orientation 2015

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