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Does open innovation always work? The role of complementary assets

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  • Carmona-Lavado, Antonio
  • Cuevas-Rodríguez, Gloria
  • Cabello-Medina, Carmen
  • Fedriani, Eugenio M.

Abstract

The aim of this research is twofold: first, to identify Open Innovation (OI) configurations, and second, to analyze which configurations are associated with a high, and which with a low, OI performance. Using a configurational approach (involving complementarity and equifinality), we propose that firms use different OI configurations, by combining three openness practices (high number of alliances, partner diversity, and external R&D) and four complementary organizational assets (human capital, alliance coordination capabilities, inter-organizational learning capabilities, and patenting orientation), and that such configurations affect OI performance. We conducted a survey study on the Spanish biotech industry. A sample of 75 companies was analyzed using fuzzy-set qualitative comparative analysis (fsQCA). The results revealed seven high-performing configurations and six low-performing configurations. Configurations combining one or more OI practices and complementary organizational assets achieved a high OI performance, while open configurations lacking the necessary organizational assets were not successful. Closed configurations also performed poorly. The theoretical and managerial implications are discussed.

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  • Carmona-Lavado, Antonio & Cuevas-Rodríguez, Gloria & Cabello-Medina, Carmen & Fedriani, Eugenio M., 2021. "Does open innovation always work? The role of complementary assets," Technological Forecasting and Social Change, Elsevier, vol. 162(C).
    • Handle: RePEc:eee:tefoso:v:162:y:2021:i:c:s0040162520311422
    DOI: 10.1016/j.techfore.2020.120316
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