How Open Is Open Innovation? Considering, Adapting and Adopting User Knowledge and Competence in the Solution Space

  • Oscar Persson Ridell
  • Jimmie G. Röndell
  • David Sörhammar
Chapter

Abstract

This chapter presents a longitudinal study of an open, co-created, innovation—ICA Student. It illustrates some of the challenges inherent in the consideration, adaptation and adoption of user knowledge and competence throughout an open innovation process, demonstrating the involvement of users both during the phases of content generation and commercialisation. Findings from the study illustrate five important issues for managers and practitioners to address when co-creating an innovation with future users: (1) the framing of an open innovation; (2) the identification of suitable participants; (3) the absorption and use of diverse inputs; (4) innovation entails both content generation and commercialisation and (5) the realisation that consideration, adaptation and adoption of knowledge and competence will affect the solution space. We conclude the chapter with a discussion on the relative openness of open innovation.

Keywords

Innovation Process Open Innovation Project Group User Involvement User Knowledge 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

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Further Reading

  1. For readers interested in the co-creation of innovation and value, we suggest the following work:Google Scholar
  2. Bogers, M., Afuah, A., & Bastian, B. (2010b). Users-as-innovators: A review, critique, and future research directions. Journal of Management, 36, 857–875.CrossRefGoogle Scholar
  3. Dahlander, L., & Gann, D. M. (2010b). How open is innovation? Research Policy, 39, 699–709.CrossRefGoogle Scholar
  4. Gidhagen, M., Ridell-Persson, O., & Sörhammar, D. (2011). The orchestrating firm: Value creation in the video game industry. Managing Service Quality, 21, 392–409.CrossRefGoogle Scholar
  5. Normann, R., & Ramirez, R. (1993). Designing interactive strategy: From value chain to value constellations (pp. 65–77). Boston, MA: Harvard Business Review.Google Scholar
  6. Vargo, S., & Lusch, R. (2008). “Service dominant logic: Continuing the evolution”. Journal of the Academy and Market Science, 36, 1–10.CrossRefGoogle Scholar

Copyright information

© Springer-Verlag Berlin Heidelberg 2013

Authors and Affiliations

  • Oscar Persson Ridell
    • 1
  • Jimmie G. Röndell
    • 1
  • David Sörhammar
    • 1
  1. 1.Uppsala University, Business StudiesUppsalaSweden

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