Open Innovation: The New Imperative for Creating and Profiting from Technology

In this innovative approach to the practice of social science, Charles Ragin explores the use of fuzzy sets to bridge the divide between quantitative and qualitative methods. Paradoxically, the fuzzy set is a powerful tool because it replaces an unwieldy, "fuzzy" instrument—the variable, which establishes only the positions of cases relative to each other, with a precise one—degree of membership in a well-defined set. Ragin argues that fuzzy sets allow a far richer dialogue between ideas and evidence in social research than previously possible. They let quantitative researchers abandon "homogenizing assumptions" about cases and causes, they extend diversity-oriented research strategies, and they provide a powerful connection between theory and data analysis. Most important, fuzzy sets can be carefully tailored to fit evolving theoretical concepts, sharpening quantitative tools with in-depth knowledge gained through qualitative, case-oriented inquiry. This book will revolutionize research methods not only in sociology, political science, and anthropology but in any field of inquiry dealing with complex patterns of causation.

Fuzzy-Set Social Science

Although the literature on university–industry links has begun to uncover the reasons for, and types of, collaboration between universities and businesses, it offers relatively little explanation of ways to reduce the barriers in these collaborations. This paper seeks to unpack the nature of the obstacles to collaborations between universities and industry, exploring influence of different mechanisms in lowering barriers related to the orientation of universities and to the transactions involved in working with university partners. Drawing on a large-scale survey and public records, this paper explores the effects of collaboration experience, breadth of interaction, and inter-organizational trust on lowering different types of barriers. The analysis shows that prior experience of collaborative research lowers orientation-related barriers and that greater levels of trust reduce both types of barriers studied. It also indicates that breadth of interaction diminishes the orientation-related, but increases transaction-related barriers. The paper explores the implications of these findings for policies aimed at facilitating university–industry collaboration.

Investigating the factors that diminish the barriers to university-industry collaboration

textIn the midst of the turbulence wrought by the global economy, it has become common to see projects as an essential medium for achieving change. However, project based learning practices - as a subset of organizational learning practices- have not kept pace with this development. To explore this concern, we have carried out a study on practices adopted by organizations for learning through projects involving nineteen companies from across Europe and from a range of different industries. We use the concepts of variation, selection and retention in organizational learning to analyze our findings and report the challenges faced by project based organizations in each of the areas highlighted. We conclude that time pressures, centralization and deferral are the key characteristics of learning in project based firms and that these impede project based members in learning from and through projects.

/pdf/quantity-versus-quality-in-project-based-learning-practices-3j5yjuu8hu.pdf

Quantity versus Quality in Project Based Learning Practices

Fuzzy-set qualitative comparative analysis (fsQCA) in business and management research: A contemporary overview

Configurations of project management practices to enhance the performance of open innovation R&D projects

The use of codification to support knowledge transfer across projects has been explored in several recent, and mostly qualitative, studies. Building on that research, this article puts forward hypo...

/pdf/knowledge-transfer-across-projects-codification-in-creative-9av5mz9c7c.pdf

Knowledge transfer across projects: Codification in creative, high-tech and engineering industries

New technological opportunities and online communication constantly gain importance for knowledge integration and knowledge creation in any innovation-driven environment. The cooperation between firms and individual actors in biotechnology was characteristically organized in local or regional clusters, based on face-to-face communications and strategic temporary linkages to other clusters. However, this archetypal configuration can change with the emerging use of open innovation models such as online research communities. A qualitative case study including an analysis of forums within an open source biomedical research platform portrays how knowledge integration mechanisms, and hence, innovations are implemented in virtual space. In this newly created environment, a number of geographical patterns are inverted: The strong role of physical co-location is partly substituted by enabled online proximity and new opportunities of virtual “prototype-sharing”; the former global pipelines are transformed to local and virtual cross-community pipelines. Yet mechanisms of creating social coherence and stability illustrate noteworthy similarities with “localized capabilities” of regional agglomerations. Eventually, knowledge integration capabilities ensure that the network can operate as a successful knowledge provider.

A New Space for Biotechnology Innovation?: Comparison of Physical and Virtual Collaboration in Early Drug Discovery1

Based on an in-depth case study of the ecosystem of one of the worlds largest healthcare companies including internal and external data collected since 2009, and through over 50 interviews with key stakeholders from Biotech companies, Academia, Contract Research Organizations, and Venture Capital firms this article elaborates on the challenges and opportunities of collaborative innovation in the pharmaceutical industry. As firms prepare for more open approaches towards new product development we recognize that the variety and frequency of possible models for co-development has increased and poses respective challenges to the management of all partners and tools involved in this "ecosystem". In the first step of developing our framework, we carve out core management and organizational aspects of collaboration including risk management, success measurement, options of professional partnership management, and level of organizational involvement. In a second step we identify the variety of partnership models and open innovation tools in biopharmaceuticals, creating four different archetypes of open innovation: Insight-, Workbench-, Access-, and Development- tools. In step three we conclude with strategy relevant patterns in open innovation by allocating the tool-archetypes along the important management aspects in a consolidated matrix. The potential strategy implications and options can be considered by managers planning and implementing open innovation, and by scholars conducting further open innovation ecosystem research.

http://woic.corporateinnovation.berkeley.edu/wp-content/uploads/2015/12/D.-Tamoschus-Winning-Best-Student-Paper.pdf

Developing a Framework to Manage a Pharmaceutical Innovation Ecosystem: Collaboration Archetypes, Open Innovation Tools, and Strategies

Virtual communication forms play an increasingly important role for innovation and knowledge creation to individuals and to public and private organizations such as research centers, universities, and firms. Whereas biotech RD global pipelines transform to local pipelines. However, institutionalized norms of the virtual network illustrate noteworthy similarities with Â´localized capabilities` of regional agglomerations.

Geographies of Open Source Biotechnology Innovation: Buzz, Pipelines, and Proximity in a Virtual Cluster

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