TY - JOUR A1 - Heger, Tobias A1 - Rohrbeck, Rene T1 - Strategic foresight for collaborative exploration of new business fields JF - Technological forecasting & social change N2 - To ensure long-term competitiveness, companies need to develop the ability to explore, plan, and develop new business fields. A suitable approach faces multiple challenges because it needs to (1) integrate multiple perspectives, (2) ensure a high level of participation of the major stakeholders and decision-makers, (3) function despite a high level of uncertainty, and (4) take into account interdependencies between the influencing factors. In this paper, we present an integrated approach that combines multiple strategic-foresight methods in a synergetic way. It was applied in an inter-organizational business field exploration project in the telecommunications industry. KW - Strategic foresight KW - Business field exploration KW - Innovation management KW - Open innovation Y1 - 2012 U6 - https://doi.org/10.1016/j.techfore.2011.11.003 SN - 0040-1625 VL - 79 IS - 5 SP - 819 EP - 831 PB - Elsevier CY - New York ER - TY - JOUR A1 - van der Duin, Patrick A1 - Heger, Tobias A1 - Schlesinger, Maximilian D. T1 - Toward networked foresight? Exploring the use of futures research in innovation networks JF - Futures : the journal of policy, planning and futures studies N2 - Along with the rise of the now popular 'open' paradigm in innovation management, networks have become a common approach to practicing innovation. Foresight could potentially greatly benefit from resources that become available when the knowledge base increases through networks. This article seeks to investigate how innovation networks and foresight are related, to what extent networked foresight activities exist and how they are practiced. For the former the Cyclic Innovation Model (CIM) is utilized as analytical framework and applied to three cases. The foresight activities are analyzed in terms of type, scope and role. The cases are a collaboration between government agencies and a research organization and two inter-organizational networks of different size. 'Networked foresight' is clearly observable in all three cases. Indeed, a networked approach to foresight seems to strengthen the various roles of foresight. However, the rooting and openness of foresight activities in the three networks varies significantly. The advantages that 'networked foresight' entails could be exploited to a much higher degree for the networks themselves, e.g., the broad resource base and the large pool of people with diverse backgrounds that are available. Furthermore, effective instruments for the reintegration of knowledge into the networks' partner organizations are needed. (C) 2014 Elsevier Ltd. All rights reserved. KW - Innovation networks KW - Futures research KW - Foresight KW - Networked foresight KW - Open innovation Y1 - 2014 U6 - https://doi.org/10.1016/j.futures.2014.01.008 SN - 0016-3287 SN - 1873-6378 VL - 59 SP - 62 EP - 78 PB - Elsevier CY - Oxford ER - TY - JOUR A1 - Heger, Tobias A1 - Boman, Magnus T1 - Networked foresight-The case of EIT ICT Labs JF - Technological forecasting & social change N2 - The objective of this article is to explore the value of networked foresight: foresight conducted in innovation networks for the benefit of the network and its partners with active contributions from the partners. Strategic management, specifically the dynamic capabilities approach and vast literature on corporate and strategic foresight argue that deficiencies like one-dimensionality, narrow-sightedness and myopia of closed corporate processes are remedied by incorporating external sources. A broad knowledge base promises to especially benefit foresight in multiple ways. Thus, created an analytical framework that integrates the dynamic capabilities approach with existing results on potential value contributions of foresight, enriched with existing findings in networked foresight and organizational design in the light increasing importance of inter-organizational networks. We conducted a series of interviews and a survey among foresight practitioners in a network to explore the perceived value proposition of networked foresight for the network partners and the network itself. The analysis is based on data drawn from the Err ICT Labs network of large industry corporations, small-and-medium sized companies, and academic and research institutes. Our study shows that network partners use the results primarily for sensing activities, i.e. data collection and to a lesser extend activity initiation. More sensitive and fundamental organizational aspects such as strategy and decision-making or path-dependency are less affected. Especially SMEs may benefit substantially from network approaches to foresight whereas MNEs are more confident in their existing corporate foresight processes and results. The value for the network itself is substantial and goes beyond value creation potential for companies as discussed in literature. The development of a shared vision relatable to organizational learning and reconfiguration capabilities was identified as particularly valuable for the network. (C) 2014 The Authors. Published by Elsevier Inc. KW - Corporate foresight KW - Networked foresight KW - Innovation networks KW - Collaboration for innovation KW - Open innovation KW - Dynamic capabilities Y1 - 2015 U6 - https://doi.org/10.1016/j.techfore.2014.02.002 SN - 0040-1625 SN - 1873-5509 VL - 101 SP - 147 EP - 164 PB - Elsevier CY - New York ER - TY - JOUR A1 - Braun, Andreas A1 - Bockelmann, Laura T1 - An individual perspective on open innovation capabilities in the context of haute cuisine JF - International journal of innovation in management N2 - Previous research on open innovation (OI) has primarily focused on the organisational level of R&D intensive industries. With this paper, we contribute to research on the individual level of analysis by analysing specific perspectives in the context of creative industries. Our study is based on 36 interviews with Haute cuisine chefs in France, Germany, Great Britain, Italy, Spain, Sweden, and Switzerland listed in the 2012 Michelin Guide. Building on the OI capability concept, our results demonstrate that chefs use absorptive and desorptive capacity (AC, DC) as means to generate and market culinary innovations, respectively. Moreover, we found that chefs almost exclusively rely on their own inventive and innovative capabilities in the early stages of the culinary innovation process. In subsequent phases, however, chefs increasingly integrate other sources such as employees, suppliers, and guests. Our study contributes to the literature in two ways. First, we research the individual level within the OI process, and second, we provide insight into OI practices in the creative industries. KW - Open innovation KW - open innovation capabilities KW - Haute cuisine KW - creative industries Y1 - 2016 U6 - https://doi.org/10.1142/S136391961650002X SN - 1363-9196 SN - 1757-5877 VL - 20 SP - 480 EP - 499 PB - World Scientific CY - Singapore ER - TY - JOUR A1 - Ullrich, André A1 - Vladova, Gergana A1 - Marquart, Danny A1 - Braun, Andreas A1 - Gronau, Norbert T1 - An overwiew of benefits and risks in open innovation projects and the influence of intermediary participation, decision-making authority, experience, and position on their perception JF - International journal of innovation management : IJIM N2 - This paper presents an exploratory study investigating the influence of the factors (1) intermediary participation, (2) decision-making authority, (3) position in the enterprise, and (4) experience in open innovation on the perception and assessment of the benefits and risks expected from participating in open innovation projects. For this purpose, an online survey was conducted in Germany, Austria and Switzerland. The result of this paper is an empirical evidence showing whether and how these factors affect the perception of potential benefits and risks expected within the context of open innovation project participation. Furthermore, the identified effects are discussed against the theory. Existing theory regarding the benefits and risks of open innovation is expanded by (1) finding that they are perceived mostly independently of the factors, (2) confirming the practical relevance of benefits and risks, and (3) enabling a finer distinction between their degrees of relevance according to respective contextual specifics. KW - Open innovation KW - intermediaries KW - benefits KW - decision-making KW - experience; KW - risks Y1 - 2022 U6 - https://doi.org/10.1142/S1363919622500128 SN - 1363-9196 SN - 1757-5877 VL - 26 IS - 02 PB - World Scientific Publ. CY - Singapore ER -