Open Innovation: Researching a New ParadigmHenry Chesbrough, Wim Vanhaverbeke, Joel West OUP Oxford, 17 jan. 2008 - 400 sidor 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. |
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Sida viii
... strategy should take note of this promising new area of research. David J. Teece Mitsubishi Bank Professor Haas School of Business University of California, Berkeley Contents List of Figures List of Tables Contributors 1. Open viii ...
... strategy should take note of this promising new area of research. David J. Teece Mitsubishi Bank Professor Haas School of Business University of California, Berkeley Contents List of Figures List of Tables Contributors 1. Open viii ...
Sida 5
... (Teece 1986; Chandler 1990). The benefits of scale and scope for internal R&D (relative to the external market) gave rise to a vertically integrated innovation model where large enterprises internalized their firm-specific R&D activities ...
... (Teece 1986; Chandler 1990). The benefits of scale and scope for internal R&D (relative to the external market) gave rise to a vertically integrated innovation model where large enterprises internalized their firm-specific R&D activities ...
Sida 36
... (Teece 1986), and Fifth Generation innovation (Rothwell 1994). Section 3.3 reviews three interrelated empirical changes in the conditions for technological innovation during the last one or two decades and their likely impacts on the ...
... (Teece 1986), and Fifth Generation innovation (Rothwell 1994). Section 3.3 reviews three interrelated empirical changes in the conditions for technological innovation during the last one or two decades and their likely impacts on the ...
Sida 37
... Teece et al. 1994; Christensen and Foss 1997). Some level of central planning was needed to identify and build company-wide core competencies and to overcome the 'tyranny of the SBU' (strategic business unit) (Prahalad and Hamel 1990) ...
... Teece et al. 1994; Christensen and Foss 1997). Some level of central planning was needed to identify and build company-wide core competencies and to overcome the 'tyranny of the SBU' (strategic business unit) (Prahalad and Hamel 1990) ...
Sida 40
... Teece's 1986 paper on complementary assets, and Cohen and Levinthal's 1990 paper on absorptive capacity, clearly precipitated later more open innovation perspectives. Teece (1986) made a distinction between technological innovation and ...
... Teece's 1986 paper on complementary assets, and Cohen and Levinthal's 1990 paper on absorptive capacity, clearly precipitated later more open innovation perspectives. Teece (1986) made a distinction between technological innovation and ...
Innehåll
1 | |
13 | |
Institutions Governing Open Innovation | 107 |
Networks Shaping Open Innovation | 203 |
Conclusions | 283 |
References | 309 |
Index | 345 |
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Open Innovation: Researching a New Paradigm Henry Chesbrough,Wim Vanhaverbeke,Joel West Begränsad förhandsgranskning - 2006 |
Open Innovation: Researching a New Paradigm Henry Chesbrough,Wim Vanhaverbeke,Joel West Fragmentarisk förhandsgranskning - 2006 |
Open Innovation: Researching a New Paradigm Henry William Chesbrough,Wim Vanhaverbeke,Joel West Ingen förhandsgranskning - 2008 |
Vanliga ord och fraser
agbiotech alliances amplifier analysis applications appropriability ation Bayh-Dole Act biotechnology business model business unit capabilities capture changes Chapter Chesbrough 2003a Christensen citations collaboration commercialization company’s complementary assets components core competencies costs create value customers dynamic Economic example exploit external innovation external knowledge external technology firm’s firms formal Harvard Business Harvard Business School Henry Chesbrough identify important increase incumbents industry innovation process intellectual property internal interorganizational networks investments knowledge flows licensing Linux ment Mowery O’Connor Open Innovation Open Innovation strategy open source projects open source software organizational organizations OSDL participants partners patent pools perspective potential prior art public science Radical Innovation Rambus requires Research Policy resource allocation role share software patents spillovers SSOs standard setting start-ups STMicroelectronics Strategic Management Journal studies suppliers systemic innovations Teece tion university patenting value capture value constellations value creation value network vertical integration