Co-creare prodotti e processi con i clienti: i servizi degli Open Innovation Intermediaries (OII) (Co-creating products and processes with customers: the services of Open Innovation Intermediaries (OII))
DOI:
https://doi.org/10.7433/s98.2015.18Keywords:
Open Innovation (OI), Open Innovation Intermediaries (OII), co-creation, OII services, organizational changeAbstract
Purpose of the paper: The paper aims at analyzing the Open Innovation Intermediaries (OII) services provided to firms in order to enhance, facilitate and support their co-creation activity with customers in an Open Innovation (OI) context.
Methodology: After reviewing existent literature developed in this domain, we analyze the only two OII platforms which provide services to support firms in their co-creation activity with customers, following the case study methodology.
Findings: We find that: (i) both the number of OII and the services provided are scarce; (ii) OII adopt this OI mode in different ways, following different models and providing different bundles of services.
Research limits: The main limit of the empirical research comes from the unavailability of different information sources which place this part of the paper in an ancillary position in respect to the literature review.
Practical implications: The paper, as a first step of the research in this domain, enhances knowledge about services provided by OII in the co-creation activity which firms develop with customers. This phenomenon is not deepened empirically, even if theoretical contributions recognize many benefits for firms deriving from OI platforms.
Originality of the paper: The paper is original because it: (i) proposes a first systematization of the existent literature about his theme; (ii) analyzes OII services provided to firms in an OI context; (iii) benchmarks services provided by different OII platforms, disclosing their rationales.
References
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BOUDREAU K., LACETERA N., LAKHANI K. (2011), “Incentives and problem uncertainty in innovation contests: An empirical analysis”, Management Science, vol. 57, n. 5, pp. 843-863.
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HEAP J. (2010), “Open innovation”, Management Services, vol. 54, n. 2, pp. 26-27.
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JESPERSEN K.R. (2010), “User-involvement and open innovation: The case of decision-maker openess”, International Journal of Innovation Management, vol. 14, n. 3, pp. 471-489.
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LAKHANI K.R., WOLF R.G. (2003), “Why hackers do what they do: Understanding motivation effort in free/open source software projects”, MIT Sloan Working Paper 4425-03.
LAKHANI K.R. (2008) “Innocentive.com (A)”, Harvard Business School Case, n. 608-170.
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LEE S., PARK G., YOON B., PARK J. (2010), “Open Innovation in SMEs - An intermediated network model”, Research Policy, vol. 39, n. 2, pp. 290-300.
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AQUILANI B., ABBATE T. (2014), “Open Innovation through customers: Collaborative web-based platforms for ethically and socially responsible new products” - Part 2, in Kaufmann H., Panni M. (eds.), Handbook of Research on Consumerism in Business and Marketing: Concepts and Practices (pp. 375-412). IGI Global, Hershey, PA.
ARORA A., FOSFURI A., GAMBARDELLA A. (2001), Markets for technology: The economics of innovation and corporate strategy, MIT Press, Cambridge (MA).
BAGLIERI D.(2008), La gestione strategica della proprietà intellettuale, Giappichelli Editore, Torino.
BAKICI T., ALMIRALL E., WAREHAM J. (2012), “The underlying mechanism of online open innovation intermediaries”, Copia elettronica scaricata da: http://ssrn. com/abstract=2141908.
BOSCHERINI L., CHIARONI D., CHIESA V., FRATTINI F. (2010), “How to use pilot projects to implement open innovation”, International Journal of Innovation Management, vol. 14, n. 6, pp.1065-1097.
BOUDREAU K., LACETERA N., LAKHANI K. (2011), “Incentives and problem uncertainty in innovation contests: An empirical analysis”, Management Science, vol. 57, n. 5, pp. 843-863.
BURNES B. (1992), Managing change: A strategic approach to organizational development and renewal, Pitman, London (UK).
CHESBROUGH H.W. (2003a), Open innovation the new imperative for creating and profiting from technology, Harvard Business School Press, Boston (MA).
CHESBROUGH H.W. (2003b), “The era of open innovation”, Sloan Management Review, Summer, pp. 35-41.
CHESBROUGH H.W. (2006), Open business models: How to thrive in the new innovation landscape, Harvard Business School Publishing, Cambridge (MA).
CHESBROUGH H., CROWTHER A.K. (2006), “Beyond high-tech: Early adopters of open innovation in other industries”, R&D Management, vol. 36, n. 3, pp. 229-236.
CHESBROUGH H.W., VANHAVERBEKE W., WEST J. (2006), “Open innovation: A research agenda”, in Chesbrough H.W., Vanhaverbeke W., West J. (eds.), Open Innovation: Researching a new paradigm, Oxford University Press, Oxford, pp. 285-307.
CHIARONI D., CHIESA V., FRATTINI F. (2010), “Unravelling the process from closed to open innovation: Evidence from mature, asset‐intensive industries”, R&D Management, vol. 40, n. 3, pp. 222-245.
CORBETTA P. (2003), La Ricerca Sociale: metodologia e tecniche - vol. III. Le tecniche qualitative, Il Mulino, Bologna.
D’AVENI R. (1994), Hypercompetition, Fress Press, New York.
DAHLANDER L., FREDERIKSEN L., RULLANI F. (2008), “Online communities and open innovation: Governance and symbolic value creation”, Industry and Innovation, vol. 15, n. 2, pp. 115-123.
DAHLANDER L., GANN D.M. (2010), “How open is innovation?”, Research Policy, vol. 39, n. 6, pp. 699-709.
DI BERNARDO B. (1991), Le dimensioni di impresa: scala, scopo, varietà, Franco Angeli, Milano.
FILIERI R. (2013), “Consumer co-creation and new product development: A case study in the food industry”, Marketing Intelligence and Planning, vol. 31, n. 1, pp. 40-53.
FJELDSTAD Ø.D., SNOW C.C., MILES R.E., LETTL C. (2012), “The architecture of collaboration”, Strategic Management Journal, vol. 33, n. 6, pp. 734-750.
FÜLLER J., MATZLER K., HUTTER K., HAUTZ J. (2012), “Consumers’ creative talent: Which characteristics qualify consumers for open innovation projects? An exploration of asymmetrical effects”, Creativity and Innovation Management, vol. 21, n. 3, pp. 247-262.
GASSMANN O., ENKEL E., CHESBROUGH H. W. (2010), “The future of open innovation”, R&D Management, vol. 40, n. 3, pp. 213-221.
GOLINELLI G.M. (2000), L’approccio sistemico al governo dell’impresa. L’impresa sistema vitale, vol. I, Cedam, Padova.
HAKANSON L., CAESSENS P., MACAULAY S. (2011), “InnovationXchange: A case study in innovation intermediation”, Innovation: Management, Policy and Practice, vol. 13, n. 3, pp. 261-274.
HARGADON A.B., SUTTON R. (1997), “Technology brokering and innovation in product development firm”, Administrative Science Quarterly, vol. 42, n. 4, pp. 716-749.
HARGADON A.B., BECHKY B.A. (2006), “When collections of creatives become creative collectives: A field study of problem solving at work”, Organization Science, vol. 17, n. 4, pp. 484-500.
HEAP J. (2010), “Open innovation”, Management Services, vol. 54, n. 2, pp. 26-27.
HELFAT C.E.C. (2006), “Book review of open innovation: The new imperative for creating and profiting from technology”, Academy of Management Perspective, vol. 20, n. 2, p. 86.
HOYER W.D., CHANDY R., DOROTIC M., KRAFFT M., SINGH S.S. (2010), “Consumer co-creation in new product development”, Journal of Service Research, vol. 13, n. 3, pp. 283-296.
HOWELLS J. (2006), “Intermediation and the role of intermediaries in innovation”, Research Policy, vol. 35, n. 7, pp. 715-728.
HUFF A.S., MÖSLEIN K.M., REICHWALD R. (2013), Leading Open Innovation, MIT Press, Cambridge (MA).
HUSTON L., SAKKAB N., (2006), “Connect and develop inside Procter and Gamble new model for innovation”, Harvard Business Review, vol. 84, n. 3, pp. 58-66.
JEPPESEN L.B., FREDERIKSEN L. (2006), “Why do users contribute to firm-hosted user communities? The case of computer-controlled music instruments”, Organization Science, vol. 17, n. 1, pp. 45-63.
JESPERSEN K.R. (2010), “User-involvement and open innovation: The case of decision-maker openess”, International Journal of Innovation Management, vol. 14, n. 3, pp. 471-489.
KIRSCHBAUM R. (2005), “Open innovation in practice”, Research-Technology Management, vol. 48, n. 4, pp. 24-28.
LAKHANI K.R., WOLF R.G. (2003), “Why hackers do what they do: Understanding motivation effort in free/open source software projects”, MIT Sloan Working Paper 4425-03.
LAKHANI K.R. (2008) “Innocentive.com (A)”, Harvard Business School Case, n. 608-170.
LAMPEL J., JHA P.P., BHALLA A. (2011), “Test-driving the future: How design competitions are changing innovation”, Academy of Management Perspectives, vol. 26, n. 2, pp. 71-85.
LEE S., PARK G., YOON B., PARK J. (2010), “Open Innovation in SMEs - An intermediated network model”, Research Policy, vol. 39, n. 2, pp. 290-300.
LOPEZ H., VANHAVERBEKE W. (2009), “How innovation intermediaries are shaping the technology market? An analysis of their business model”, copia elettronica scaricata da http://mpra.ub.uni-muenchen. de/20458/.
LYNN G.S., MORONE J. G., PAULSEN A. S. (1996), “Marketing and discontinuous innovation: The probe and learn process”, California Management Review, vol. 38, n. 3, pp. 8-37.
OGAWA S., PILLER F.T. (2006), “Reducing the risks of new product development”, MIT Sloan Management Review, vol. 47, n. 2, pp. 65-72.
OGAWA S., PONGTANALERT K., (2013), “Exploring characteristics and motives of consumer innovators”, Research-Technology Management, vol. 53, n. 6, pp. 41-48.
OLLILA S., ELMQUIST M. (2011), “Managing open innovation: Exploring challenges at the interfaces of an open innovation arena”, Creativity and Innovation Management, vol. 20, n. 4, pp. 273-283.
PATTON M.Q. (2002), Qualitative research & evaluation methods, Sage Publications, Beverly Hills (CA).
PILLER F., VOSSEN A., IHL C. (2012), “From social media to social product development: The impact of social media on co-creation of innovation”, Die Unternehmung, vol. 65, n. 1, pp. 7-27.
PRAHALAD C.K., RAMASWAMY V. (2004), “Co-creating unique value with customers”, Strategy and Leadership, vol. 32, n. 3, pp. 4-9.
PRANDELLI E., SAWHNEY M., VERONA G. (2008), Collaborating with customer to innovate, Edward Elgard, London (UK).
ROBERTSON P.L., CASALI G.L., JACOBSON D. (2012), “Managing open incremental process innovation: Absorptive capacity and distributed learning”, Research Policy, vol. 41, n. 5, pp. 822-832.
ROMERO D., MOLINA A. (2011), “Collaborative networked organisations and customer communities: Value co-creation and co-innovation in the networking era”, Production Planning and Control, vol. 22, n. 5-6, pp. 447-472.
ROSSI C. (2011), “Online consumer communities, collaborative learning and innovation”, Measuring Business Excellence, vol. 15, n. 3, pp. 46-62.
SANDMEIER P., MORRISON P.D., GASSMANN O. (2010), “Integrating customers in product innovation: Lessons from industrial development contractors and in-house contractors in rapidly changing customer markets”, Creativity and Innovation Management, vol. 19, pp. 89-106.
SAWHNEY M., PRANDELLI E., VERONA G. (2003), “The power of innomediation”, MIT Sloan Management Review, vol. 44, n. 2, pp. 77-82.
SAWHNEY M., VERONA G., PRANDELLI E. (2005), “Collaborating to create: The Internet as a platform for customer engagement in product innovation”, Journal of Interactive Marketing, vol. 19, n. 4, pp. 4-17.
SIEG J.H., WALLIN M.W., VON KROUGH G. (2010), “Managerial challenges in open innovations: A study of innovation intermediation in the chemical industry”, R&D Management, vol. 40, n. 3, pp. 281-291.
SILVERMAN D., MARVASTI A. (2008), Doing qualitative research: A comprehensive Guide, Sage Publications, Los Angeles (CA).
SILVESTRELLI S. (2004), “L’innovazione nei settori industriali: implicazioni di mercato e nuove logiche concorrenziali”, Sinergie, n. 64-65, pp. 25-64.
STEWART J., HYYSALO S. (2008), “Intermediaries, users and social learning in technological innovation”, International Journal of Innovation Management, vol. 12, n. 3, pp. 295-325.
TERWIESCH C., XU Y. (2008), “Innovation contests, open innovation and multi-agent problem solving”, Management Science, vol. 54, n. 9, pp. 1529-1543.
THOMKE S., VON HIPPEL E.V. (2002), “Customers as innovators. A new way to create value”, Harvard Business Review, vol. 80, n. 4, pp. 74-81.
USAI G. (2007), “Impegno individuale e impegno organizzativo per la creatività e l’innovazione nell’impresa”, Sinergie, n. 73-74, pp. 371-394.
VALDANI E. (2000), L’impresa pro-attiva. Co-evolvere e competere nell’era dell’immaginazione, McGraw-Hill, Milano.
VAN DE VRANDE V., DE JONG J.P.J., VANHAVERBEKE W., DE ROCHEMONT M. (2009), “Open innovation in SME’s: Trends, motives and management challenges”, Technovation, vol. 29, n. 6-7, pp. 423-437.
VANHAVERBEKE W., DU J. (2010), “Reframing the role of lead users in radical innovations: An open innovation perspective”, International Journal Business Environment, vol. 3, n. 2, pp. 202-220.
VARGO S.L., LUSH R. F. (2004), “Evolving to a new dominant logic for marketing”, Journal of Marketing, vol. 68, n.1, pp. 1-17.
VERONA G., PRANDELLI E., BARBI E. (2005), “I broker tecnologici: un’analisi esplorativa”, Economia e Politica Industriale, n. 3, pp. 81-106.
VICARI S.(1998), La creatività dell’impresa, Etas, Milano.
VICARI S., CILLO P., VERONA G.(2005), “Capacità creativa e innovazione. Un modello interpretativo”, Sinergie, n. 67, pp. 123-147.
VON HIPPEL E. (1988), The source of innovation, Oxford University Press, New York (NY).
VON HIPPEL E. (2005), Democratizing innovation, MIT Press, Cambridge (MA).
VON HIPPEL E., KATZ R. (2002), “Shifting innovation to users via toolkits”, Management Science, vol. 48, n. 7, pp. 821-834.
VON HIPPEL E., EUCHNER J. (2013), “User Innovation. An Interview with Eric von Hippel”, Research-Technology Management, May-June, pp. 15-20.
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2015-12-30
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