Economic globalization and the application of information and communication technologies have offered firms the opportunity to develop and distribute new knowledge. Open Innovation in Firms and Public Administrations: Technologies for Value Creation analyzes open innovation in a global context and proposes business models and institutional actors that promote the development of open innovation in firms, institutions, and public administrations worldwide. This book provides insights and supports executives concerned with the management of open innovation and organizational development in different types of open innovation communities and environments.

Open Innovation describes an emergent model of innovation in which firms draw on research and development that may lie outside their own boundaries. In some cases, such as open source software, this research and development can take place in a non-proprietary manner. Henry Chesbrough and his collaborators investigate this phenomenon, linking the practice of innovation to the established body of innovation research, showing what's new and what's familiar in the process. Offering theoretical explanations for the use (and limits) of open innovation, the book examines the applicability of the concept, implications for the boundaries of firms, the potential of open innovation to prove successful, and implications for intellectual property policies and practices. The book will be key reading for academics, researchers, and graduate students of innovation and technology management.

"Based on the author's extensive field research, academic study, and professional experience, Open Innovation calls for revolutionary organizing principles for managing research and innovation. Through descriptions of the innovation processes of Xerox, IBM, Proctor & Gamble, and other firms, Henry Chesbrough shows you the principles of open innovation in practice."--BOOK JACKET.

This book presents the emerging paradigm and methodology, Open Innovation 2.0 (OI2), which aims to help drive significant structural changes and benefits through digital innovation to society and industry. It highlights how new services and markets can be co-created in open ecosystems and how this leads to a transformation from win-lose to win-win situations for all stakeholders. Organized around a number of core patterns of OI2, such as shared purpose, partnering and platforms, this book leverages more than five years of research by the EU Open Innovation Strategy Policy group. Popularized in the early 2000s, open innovation is a systematic process by which ideas can pass among organizations and travel on different exploitation vectors for value creation. With the simultaneous arrival of multiple digital disruptive technologies and rapid evolution of the discipline of innovation, it became apparent that an entirely new approach to innovation was needed that incorporated technological, societal and policy dimensions. Unlike other innovation methodologies, OI2 is an innovation paradigm and methodology with a purpose: to seek and deliver innovations that move us collectively on to a trajectory towards sustainable intelligent living. OI2 is a paradigm advocating for disruptions, seeking the unexpected and providing support for rapid scale-up of successes. As a method, it provides a safety net for both innovations and innovators, inspiring innovators to have the confidence and courage to innovate. Featuring case studies from domains such as energy, telecommunications, transportation, and finance and from companies including Intel, Lego, Alcatel Lucent and Alstom, this book is useful to industry executives, policy makers, academics, and students of innovation and innovation management.

In his landmark book Open Innovation, Henry Chesbrough demonstrated that because useful knowledge is no longer concentrated in a few large organizations, business leaders must adopt a new, “open” model of innovation. Using this model, companies look outside their boundaries for ideas and intellectual property (IP) they can bring in, as well as license their unutilized home-grown IP to other organizations. In Open Business Models, Chesbrough takes readers to the next step—explaining how to make money in an open innovation landscape. He provides a diagnostic instrument enabling you to assess your company’s current business model, and explains how to overcome common barriers to creating a more open model. He also offers compelling examples of companies that have developed such models—including Procter & Gamble, IBM, and Air Products. In addition, Chesbrough introduces a new set of players—“innovation intermediaries”—who facilitate companies’ access to external technologies. He explores the impact of stronger IP protection on intermediate markets for innovation, and profiles firms (such as Intellectual Ventures and Qualcomm) that center their business model on innovation and IP. This vital resource provides a much-needed road map to connect innovation with IP management, so companies can create and capture value from ideas and technologies—wherever in the world they are found.

For the last fifteen years, open innovation has been one of the hottest topics in innovation management research. Digitalisation of the open innovation process has also emerged as a concept of high organisational value. The potential benefits of this concept and how firms organise, or should organise, in order to realize these benefits have been addressed in numerous empirical studies published in scientific journals as well as books. Responding to the need for further conceptual and empirical research on open innovation in services, this book reveals if and how service providers in different service sub-sectors have implemented the concept of open innovation. Based on rich empirical data, the book discusses the benefits and drawbacks, the processes, the characteristics and the management practices of open innovation in private as well as public service organizations.Through a series of empirical case studies focusing on the open innovation practices of different public and private service organizations, this book contributes to deepening our understanding of how the concept of open innovation has been implemented in services, and what challenges, achievements and benefits that are associated with the implementation of open innovation concepts in this sector. These insights it provides can assist managers of both private and public service providers to confidently implement open innovation in an efficient manner in their organizations.

Companies have to innovate to stay competitive, and they have to collaborate with other organizations to innovate effectively. Although the benefits of "open innovation" have been described in detail before, underlying mechanisms how companies can be successful open innovators have not be understood well. A growing community of innovation management researchers started to develop different frameworks to understand open innovation in a more systematic way. This book provides a thorough examination of research conducted to date on open innovation, as well as a comprehensive overview of what will be the most important, most promising and most relevant research topics in this area during the next decade. "Open Innovation: Researching a new paradigm" (OUP 2006) was the first initiative to bring open innovation closer to the academic community. Open innovation research has since then been growing in an exponential way and research has evolved in different and unexpected directions. As the research field is growing, it becomes increasingly difficult for young (and even experienced scholars) to keep an overview of the most important trends in open innovation research, of the research topics that are most promising for the coming years, and of the most interesting management challenges that are emerging in organizations practicing open innovation. In the spirit of an open approach to innovation, the editors have engaged other scholars and practitioners to contribute some of their interesting insights in this book.Companies have to innovate to stay competitive, and they have to collaborate with other organizations to innovate effectively. Although the benefits of "open innovation" have been described in detail before, mechanisms underlying how companies can be successful "open innovators" have not be understood well. A growing community of innovation management researchers started to develop different frameworks to understand open innovation in a more systematic way.