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Enter the Open Innovation Management Matrix
[Comment ouvrir (pleinement) les processus d’innovation ouverte ?]

Author

Listed:
  • Julie Fabbri

    (i3-CRG - Centre de recherche en gestion i3 - X - École polytechnique - Université Paris-Saclay - I3 - Institut interdisciplinaire de l’innovation - CNRS - Centre National de la Recherche Scientifique, EM - EMLyon Business School)

  • Delphine Manceau

    (EBS Paris - European Business School Paris)

  • Valérie Moatti

    (ESCP Europe - Ecole Supérieure de Commerce de Paris)

Abstract

Since Chesbrough's seminal work, open innovation (OI) has been a buzzword referred to constantly by many managers and academics. Beyond the pros and cons of being open to innovate, we address the questions of how to open up inbound innovation processes and how to manage the partnership portfolio through time. To do so, we base ourselves on the OI and strategic alliance literature. We then conduct a qualitative survey in 18 global companies famous for their OI practices. We thus show that OI approaches are not always based on extensive openness of external partnerships, and that companies can choose among three OI strategies: topicoriented OI, partner-oriented OI or fully open approaches, which are not mutually exclusive. We also emphasize that they face a trade-off between breadth and depth of partnerships, which evolves over time.

Suggested Citation

  • Julie Fabbri & Delphine Manceau & Valérie Moatti, 2016. "Enter the Open Innovation Management Matrix [Comment ouvrir (pleinement) les processus d’innovation ouverte ?]," Post-Print hal-01469200, HAL.
    • Handle: RePEc:hal:journl:hal-01469200
    as

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