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Stepping out of the zone of territorial protection enables open innovation collaboration

Author

Listed:
  • Susanne Ollila

    (Chalmers University of Technology [Göteborg])

  • Anna Yström

    (Management of Organizational Renewal and Entrepreneurship - Chalmers University of Technology [Göteborg])

  • Marine Agogué

    (CGS i3 - Centre de Gestion Scientifique i3 - Mines Paris - PSL (École nationale supérieure des mines de Paris) - PSL - Université Paris Sciences et Lettres - I3 - Institut interdisciplinaire de l’innovation - CNRS - Centre National de la Recherche Scientifique)

Abstract

This paper explores the challenges organizations face in practice as they engage in open innovation projects with multiple partners. Open innovation as a way to increase competitiveness has become popular among many organizations, but its success is not guaranteed. It appears to sometimes be challenging to reap the benefits of bringing multiple, diverse partners together, as it is difficult to turn the differences into something constructive. Using empirical findings from a project in the field of vehicle- and traffic safety, this paper contributes with a proposal for a refined methodology, iKCP, to enable and facilitate open innovation collaboration. Inspiration has been sought in methods used for managing innovative design processes. The strength of the iKCP methodology is that it supports, encourages and even forces the participants to leave the zone of territorial protection and be at ease in the zone of expansive exploration.

Suggested Citation

  • Susanne Ollila & Anna Yström & Marine Agogué, 2013. "Stepping out of the zone of territorial protection enables open innovation collaboration," Post-Print hal-00931185, HAL.
    • Handle: RePEc:hal:journl:hal-00931185
    Note: View the original document on HAL open archive server: https://minesparis-psl.hal.science/hal-00931185
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    File URL: https://minesparis-psl.hal.science/hal-00931185/document
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    References listed on IDEAS

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    1. Maria Elmquist & Blanche Segrestin, 2009. "Sustainable development through innovative design: lessons from the KCP method experimented with an automotive firm," International Journal of Automotive Technology and Management, Inderscience Enterprises Ltd, vol. 9(2), pages 229-244.
    2. Maria Elmquist & Blanche Segrestin, 2009. "Sustainable development through innovative design: lessons from the KCP method experimented with an automotive firm," Post-Print hal-00450992, HAL.
    3. Andrew B. Hargadon & Beth A. Bechky, 2006. "When Collections of Creatives Become Creative Collectives: A Field Study of Problem Solving at Work," Organization Science, INFORMS, vol. 17(4), pages 484-500, August.
    4. Buckley, Peter J. & Carter, Martin J., 2002. "Process and structure in knowledge management practices of British and US multinational enterprises," Journal of International Management, Elsevier, vol. 8(1), pages 29-48.
    5. Marine Agogué & Anna Yström & Pascal Le Masson, 2013. "Rethinking the role of intermediaries as an architect of collective exploration and creation of knowledge in open innovation," Post-Print hal-00707376, HAL.
    6. Pascal Le Masson & Benoit Weil & Armand Hatchuel, 2010. "Strategic Management of Design and Innovation," Post-Print hal-00696953, HAL.
    7. Jukka Bergman & Ari Jantunen & Juha-Matti Saksa, 2009. "Enabling Open Innovation Process Through Interactive Methods: Scenarios And Group Decision Support Systems," International Journal of Innovation Management (ijim), World Scientific Publishing Co. Pte. Ltd., vol. 13(01), pages 139-156.
    Full references (including those not matched with items on IDEAS)

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