TY - JOUR A1 - Ullrich, Andre A1 - Vladova, Gergana T1 - Weighing the Pros and Cons of Engaging in Open Innovation JF - Technology Innovation Management Review N2 - The positive aspects of open innovation projects are widely discussed in innovation management research and practice by means of case studies and best practices. However, enterprises, particularly small and medium-sized enterprises (SMEs) also face miscellaneous challenges in open innovation practice, leading to uncertainty and even renunciation of open innovation project participation. Thus, it is essential for SMEs to find the right balance between possible positive effects and negative consequences - the latter being the less studied "dark sides" of open innovation. However, appropriate methods of finding this balance are still lacking. In this article, we discuss the assessment of open innovation project participation by presenting a weighing and decision process framework as a conceivable solution approach. The framework includes an internal, external, and integrated analysis as well as a recommendation and decision phase. Piece by piece, we investigate the current situation and the innovation goals of the enterprise as an initial point for a decision for or against engaging in open innovation. Furthermore, we discuss the development of a software tool that automatically applies this framework and allows self-assessment by SMEs. KW - open innovation KW - open innovation participation KW - self-assessment tool KW - risks KW - benefits KW - entrepreneurship KW - SMEs Y1 - 2016 SN - 1927-0321 VL - 8 SP - 34 EP - 40 PB - Carleton University Graphic Services CY - Ottawa ER - TY - BOOK A1 - Adelhelm, Silvia A1 - Braun, Andreas A1 - Müller, Elisabeth A1 - Vladova, Gergana T1 - Philo : PharmaInnovationsLotse ; ihr Weg zum erfolgreichen Open Innovation Management N2 - Vorliegender Leitfaden ist eines der Ergebnisse des Forschungsprojekts „Open Innovation in Life Sciences“ (OIL), das von Mai 2008 bis April 2011 an der Universität Potsdam durchgeführt wurde. Er nimmt für sich in Anspruch, gerade Innovationsmanager in kleinen und mittleren Unternehmen (KMU) der Pharmaindustrie bei der Einführung des Open Innovation Managements zu unterstützen. Zielsetzung des Forschungsprojekts war es, (1) die Chancen und Risiken von Open Innovation unter besonderer Berücksichtigung der Anforderungen von Pharma-KMU zu analysieren und (2) daraus abgeleitet ein Konzept zur Implementierung von Open Innovation bei Pharma-KMU zu entwickeln. Der Ausgangspunkt des Projektes war die Erkenntnis, dass die Life Sciences-Branche im Allgemeinen und die Pharmaindustrie im Besonderen durch eine steigende Komplexität der Innovationsprozesse und eine zunehmende Tendenz zu Kooperationen gekennzeichnet ist. Vor diesem Hintergrund eröffnet gerade der Open Innovation-Ansatz für die Pharmabranche neue Gestaltungs- und damit Wachstumsmöglichkeiten. Open Innovation – definiert als die planvolle Öffnung der Innovationsprozesse und die strategische Einbindung des Unternehmensumfelds – wird dabei als zentraler Erfolgsfaktor für die Innovationsfähigkeit beschrieben. N2 - The job title of innovation manager is a comparatively new phenomenon in innovation management. The field of responsibility spans the entire innovation process, from fundamental research, development and production, until the market launch. The competencies include technology, product, service and market orientation, and an innovation manager should have skills in both the strategic as well as the operational sphere. They direct the innovation process, cultivate both internal and external contacts and organise the communication of all persons involved. It is self-evident that these tasks – particularly in the pharmaceutical industry with its complex and long-term processes – present a considerable challenge for every innovation manager. With this in view, the following guidelines are directed primarily at innovation managers in medium sized pharmaceutical companies. The guidelines convey the knowledge and tools that enable the development of market and customer oriented products and services in the pharmaceutical industry from the very start. By means of images and descriptions it demonstrates which steps should be followed from idea generation, to project realization, until the market launch. The centerpiece is formed by the division of the innovation process into manageable, clearly defined phases, specifically tailored for the pharmaceutical industry. The guidelines particularly focus on the question of how customers, suppliers, competitors, etc. can be integrated into this process. This approach – termed open innovation in innovation management – when applied as a deliberate strategy, has the potential to reduce the costs of development and to raise the speed of passage of projects. KW - Innovation KW - Open Innovation KW - pharmazeutische Industrie KW - kleine und mittlere Unternehmen KW - KMU KW - Innovationsprozess KW - Innovation KW - open innovation KW - pharmaceutical industry KW - small and medium-sized enterprises KW - SME KW - innovation process Y1 - 2011 U6 - http://nbn-resolving.de/urn/resolver.pl?urn:nbn:de:kobv:517-opus-50895 SN - 978-3-86956-103-5 PB - Universitätsverlag Potsdam CY - Potsdam ER - TY - CHAP A1 - Corazza, Giovanni Emanuele A1 - Thienen, Julia von ED - Glăveanu, Vlad Petre T1 - Invention T2 - The Palgrave encyclopedia of the possible N2 - This entry addresses invention from five different perspectives: (i) definition of the term, (ii) mechanisms underlying invention processes, (iii) (pre-)history of human inventions, (iv) intellectual property protection vs open innovation, and (v) case studies of great inventors. Regarding the definition, an invention is the outcome of a creative process taking place within a technological milieu, which is recognized as successful in terms of its effectiveness as an original technology. In the process of invention, a technological possibility becomes realized. Inventions are distinct from either discovery or innovation. In human creative processes, seven mechanisms of invention can be observed, yielding characteristic outcomes: (1) basic inventions, (2) invention branches, (3) invention combinations, (4) invention toolkits, (5) invention exaptations, (6) invention values, and (7) game-changing inventions. The development of humanity has been strongly shaped by inventions ever since early stone tools and the conception of agriculture. An “explosion of creativity” has been associated with Homo sapiens, and inventions in all fields of human endeavor have followed suit, engendering an exponential growth of cumulative culture. This culture development emerges essentially through a reuse of previous inventions, their revision, amendment and rededication. In sociocultural terms, humans have increasingly regulated processes of invention and invention-reuse through concepts such as intellectual property, patents, open innovation and licensing methods. Finally, three case studies of great inventors are considered: Edison, Marconi, and Montessori, next to a discussion of human invention processes as collaborative endeavors. KW - invention KW - creativity KW - invention mechanism KW - cumulative culture KW - technology KW - innovation KW - patent KW - open innovation Y1 - 2023 SN - 978-3-030-90912-3 SN - 978-3-030-90913-0 U6 - https://doi.org/10.1007/978-3-030-90913-0_14 SP - 806 EP - 814 PB - Springer International Publishing CY - Cham ER -