Systems Competition and Network Effects
Many products have little or no value in isolation, but generate value when combined with others. Examples include: nuts and bolts, which together provide fastening services; home audio or video components and programming, which together provide entertainment services; automobiles, repair parts and service, which together provide transportation services; facsimile machines and their associated communications protocols, which together provide fax services; automatic teller machines and ATM cards, which together provide transaction services; camera bodies and lenses, which together provide photographic services. These are all examples of products that are strongly complementary, although they need not be consumed in fixed proportions. We describe them as forming systems, which refers to collections of two or more components together with an interface that allows the components to work together.
Michael L. Katz and Carl Shapiro
Core Capability and Core Rigidities: A Paradox in Managing New Product Development
Core Capability and Core Rigidities: A Paradox in Managing New Product Development
This paper examines the nature of the core capabilities of a firm, focusing in particular on their interaction with new product and process development projects. Two new concepts about core capabilities are explored here. First, while core capabilities are traditionally treated as clusters of distinct technical systems, skills, and managerial systems, these dimensions of capabilities are deeply rooted in values, which constitute an often overlooked but critical fourth dimension. Second, traditional core capabilities have a down side that inhibits innovation, here called core rigidities. Managers of new product and process development projects thus face a paradox: how to take advantage of core capabilities without being hampered by their dysfunctional flip side. Such projects play an important role in emerging strategies by highlighting the need for change and leading the way. Twenty case studies of new product and process development projects in five firms provide illustrative data.
Core Capability and Core Rigidities: A Paradox in Managing New Product Development
This paper examines the nature of the core capabilities of a firm, focusing in particular on their interaction with new product and process development projects. Two new concepts about core capabilities are explored here. First, while core capabilities are traditionally treated as clusters of distinct technical systems, skills, and managerial systems, these dimensions of capabilities are deeply rooted in values, which constitute an often overlooked but critical fourth dimension. Second, traditional core capabilities have a down side that inhibits innovation, here called core rigidities. Managers of new product and process development projects thus face a paradox: how to take advantage of core capabilities without being hampered by their dysfunctional flip side. Such projects play an important role in emerging strategies by highlighting the need for change and leading the way. Twenty case studies of new product and process development projects in five firms provide illustrative data.
Dorothy A. Leonard
Bringing open innovation to services
Bringing open innovation to services
Henry Chesbrough
Open innovation: The next decade
We review the contribution and evolution of open innovation since the publication of Chesbrough’s 2003 Open Innovation book, and suggest likely directions going forward. We link the articles of this special issue to three key trends in open innovation research: better measurement, resolving the role of appropriability and linking that research to the management and economics literature. From this, we identify other trends and suggest opportunities for future research.
Joel West, Ammon Salter, Wim Vanhaverbekecde, Henry Chesbrough
Explicating Open Innovation: Clarifying an Emerging Paradigm for Understanding Innovation
We explore the growth, scope and impact of the academic literature that has arisen since the publication of Open Innovation back in 2003. Moreover, we further clarify and develop the conceptualization of open innovation, which we define as a distributed innovation process based on purposively managed knowledge flows across organizational boundaries, using pecuniary and non-pecuniary mechanisms in line with the organization’s business model. On this basis, we then discuss divergent views on open innovation and we call for greater consistency in future research. Next, we address some of the critiques on the notion and development of open innovation as they have emerged in the literature so far. Finally, we consider the progress open innovation research has made, relative to the research agenda identified in Chesbrough, Vanhaverbeke, and West (2006), and extend the possible research subjects and units of analysis.
Henry Chesbrough, Marcel Bogers
The future of open innovation
Institutional openness is becoming increasingly popular in practice and academia: open innovation, open R&D and open business models. Our special issue builds on the concepts,underlying assumptions and implications discussed in two previous R&D Management special issues (2006, 2009). This overview indicates nine perspectives needed to develop an open innovation theory more fully. It also assesses some of the recent evidence that has come to lighta bout open innovation, in theory and in practice
Oliver Gassmann, Ellen Enkel and Henry Chesbrough
Open Innovation: the New Imperative for Creating and Profiting from Technology
Open Innovation: the New Imperative for Creating and Profiting from Technology