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

Quasi-experimentation - design and analysis issues for field settings - cook,td, campbell,dt

El artículo tiene como objetivo evaluar el nivel de desarrollo de la capacidad de absorción realizada (RACAP) en las Pyme colombianas. Se parte de una muestra de 363 Pyme colombianas (Dane,2012), se usa una revisión de literatura con apoyo del análisis de contenido y un modelo de regresión lineal, que permiten mostrar la existencia de una correlación lineal positiva entre la adquisición y asimilación del conocimiento externo en las organizaciones objeto de estudio,. Palabras clave: Capacidades de absorción, capacidades de absorción potencial, medición de las capacidades de absorción ABSTRACT:

Measurement of potential absorption capacity in Colombia's innovative companies [Medición de la capacidad de absorción potencial en las empresas innovadoras de Colombia]

(2016). The Second Machine Age: Work, Progress, and Prosperity in a Time of Brilliant Technologies. Quality Management Journal: Vol. 23, No. 1, pp. 72-72.

The Second Machine Age: Work, Progress, and Prosperity in a Time of Brilliant Technologies

The article reviews the book “Information Rules: A Strategic Guide to the Network Economy,” by Carl Shapiro and Hal R. Varian.

Information Rules: A Strategic Guide to the Network Economy

Fostering digital entrepreneurship from startup to scaleup: The role of venture capital funds and angel groups

Agile project management aims to increase the flexibility of product development processes through increased interaction among project stakeholders. Since its introduction in the software industry ...

Managing the Hybrid Organization: How Can Agile and Traditional Project Management Coexist?

When new technologies approach the market, companies usually look for ways to improve existing applications or simply to replace previous technologies. The management literature identifies several strategies for gaining value from technological discontinuities, including improving performance, becoming the cost leader and being the first-mover, and scholars have identified several managerial practices and processes to leverage these various strategies. Recent literature suggests that there might be something more, namely, discovering new meanings, enabled by the technological discontinuity: a technology epiphany. No research has yet tried to understand what companies could do to actually develop such innovations. This paper aims to identify a process companies could adopt to pursue a technology epiphany strategy. Employing a case study approach, we investigate the navigation apps industry, both turn-by-turn and marine, to understand how companies manage the technology discontinuity embedded in smartphones. Comparing several players in the two industries, we first demonstrate that the rise of a new market leader is not related to a traditional strategy but to a technology epiphany. Finally, we propose a five-step process to pursue a technology epiphany strategy.

/pdf/unveiling-the-potentialities-provided-by-new-technologies-a-2ndoa2s10c.pdf

Unveiling the Potentialities Provided by New Technologies: A Process to Pursue Technology Epiphanies in the Smartphone App Industry

The Open Innovation paradigm has been increasingly considered as a relevant approach to innovation. Among the different sources, end users are particularly meaningful. Scholars have highlighted several methods and strategies to involve them in the innovation process by asking, observing, and giving them the chance to actually co&#8208;create. Digital technologies are expanding the span of opportunities in this direction, gathering a huge amount and variety of data, while the end user enjoys a digital product; these data can be called &#8220;user generated big data&#8221; (UGBD). The aim of this research is to understand whether UGBD can contribute in user innovation and to highlight the enabled strategies to create value through them. Leveraging on a multiple case study (Twitter, Spotify, Strava, and Deliveroo), the paper first classifies UGBD among the methods to foster user centered innovation, and then it defines two strategies to create value relying on UGBD. First, companies can leverage on a &#8220;using data&#8221; strategy&#8212;addressing both the end user or other player in the ecosystem&#8212;fostering service innovation through an inbound approach. Second, a &#8220;selling data&#8221; strategy can be pursued, addressing new clients and fostering business model innovation, enlarging the company's value chain in an outbound perspective.

Exploring the Inbound and Outbound Strategies enabled by User Generated Big Data: Evidences from Leading Smartphone Applications

The term "freeconomics" was invented to describe the point at which the spread of nuclear energy would make electricity "too cheap to meter" (Anderson 2007). We have yet to reach that point in the energy industry, but a similar scenario is not far from reality in other industries. As Moore's law (Moore 1965) reduces the cost of processing power, storage, bandwidth, and the other technologies that have enabled the digital revolution, computing power, and the services supported by it, is rapidly becoming "too cheap to meter," making it possible for some businesses to offer digital services for free and harvest value in other ways. Facebook, for instance, had more than 1.7 billion monthly active users in September 2016 (Statista 2016a), none of whom paid anything to enjoy its services. Facebook makes money by allowing businesses access to users' newsfeeds, through advertising and business pages. Google and all its services, from the search engine to Street View, from Translator to Google Scholar, operate in the same way- advertisers pay the cost of making those services available to users.These companies leverage an old business model, dating from the beginnings of the modern newspaper industry: advertising. The advertising-based model is a specific type of two-sided market approach in which free (or almost free) services draw large numbers of consumers, who then become targets for the advertisers that pay for access to those consumers. "Selling visitors' eyeballs" (McGrath 2010) is still one of the most popular value-capture mechanisms in the world of digital services and the main revenue-generation mechanism for the digital giants.As this approach has proliferated across the Internet and app spheres, customers have come to expect digital services to be free-even those they might pay for in the physical world. For instance, TomTom and Garmin, both manufacturers of popular GPS units, attempted to sell navigation apps for smartphones-and were shut out of the market by free navigation services like Google Maps and Waze (Buganza et al. 2015). New models have been proposed to escape this digital service ¼free equation, such as freemium models, which mix free basic services with paid premium ones (McGrath 2010; Shapiro and Varian 1999; Teece 2010); in-app purchase models, which give the basic app away but offer users opportunities to enrich their experience with it through paid add-ons (Ghose and Han 2014); and cross-selling models, in which a company offers a free service that supports a physical product, exemplified by Fitbit's companion mobile app to its fitness tracker (McGrath 2010; Matzler et al. 2013). These models offer new ways to capture value from innovations in a world dominated by "free," but none of them fit comfortably into an environment in which customers are increasingly used to not paying for what they get. Thus, the question of whether there is a sustainable way to offer digital services for free, besides advertising, remains important.One potential answer to this question lies in the considerable quantities of data that customers generate in using digital services. A number of companies have begun to explore the value of this data. For example, in 2009, Twitter started selling expanded access to its database of tweets to third parties, many of whom garner insights from it through sentiment analysis-deducing a general mood or reaction from the tweet stream (Cashmore 2009; BrightPlanet 2013). The Twitter Political Index, presented during the 2012 US presidential election, is one example of the potential for Twitter's data stream to support powerful insights (Bilton 2012). In this way, the company created a powerful revenue stream, one that accounted for almost 10 percent of revenues in the third quarter of 2015 (Twitter 2015). Google, Facebook, and many others have experimented with similar approaches, capturing economic value from the data generated by users.All of these companies operate in two-sided markets- markets in which they function as intermediaries between two sets of customers: consumers/users who access the service and advertisers or others who pay for it in exchange for some set of services (for example, advertising or access to data). …

Give Away Your Digital Services: Leveraging Big Data to Capture Value

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