Startups’ open innovation journeys with large companiesA multiple case study

  1. María Isabel Rodríguez-Ferradas 1
  2. Erik Bohemia 2
  3. Yasemin Canik 3
  1. 1 Universidad de Navarra
    info

    Universidad de Navarra

    Pamplona, España

    ROR https://ror.org/02rxc7m23

  2. 2 Oslo Metropolitan University
  3. 3 Loughborough University
    info

    Loughborough University

    Loughborough, Reino Unido

    ROR https://ror.org/04vg4w365

Mostrar afiliaciones +
Revista:
UCJC Business & Society Review

ISSN: 2659-3270

Año de publicación: 2020

Volumen: 17

Número: 3

Páginas: 52-79

Tipo: Artículo

DIALNET GOOGLE SCHOLAR lock_openAcceso abierto editor

Otras publicaciones en: UCJC Business & Society Review

Resumen

La idea principal de este artículo es que las prácticas de innovación abierta entre startups y grandes empresas son una herramienta muy potente para acelerar el crecimiento de las startups, pero que no están exentas de riesgos. A través de nuestro estudio empírico hemos analizado en profundidad desde la perspectiva de las startups este tipo de prácticas y hemos identificado cuáles son sus riesgos más relevantes y proponemos una estrategia concreta para minimizarlos. Las conclusiones de este artículo tienen la bondad de poder ser aplicadas tanto por parte de las startups como de las grandes empresas y también ponen de manifiesto el papel clave que pueden desempeñar intermediarios de innovación como las incubadoras para contribuir al éxito de estas iniciativas.

Referencias bibliográficas

  • Alberti, F. G., & Pizzurno, E. (2017). “Oops, I did it again! Knowledge leaks in open innovation networks with start-ups”. European journal of innovation management, 20(1), 50-79. doi: 10.1108/EJIM-11-2015-0116.
  • Aldrich, H., & Auster, E. R. (1986). “Even dwarfs started small: Liabilities of age and size and their strategic implications”. Research in organizational behavior.
  • Battistella, C., De Toni, A. F., & Pessot, E. (2017a). “Open accelerators for start-ups success: a case study”. European Journal of Innovation Management, 20(1), 80-111. doi: 10.1108/EJIM-10-2015-0113.
  • Battistella, C., De Toni, A. F., & Pessot, E. (2017b). “Practising open innovation: a framework of reference”. Business Process Management Journal, 23(6), 1311-1336. doi: 10.1108/BPMJ-10-2016-0219.
  • Baxter, P and Jack, S. (2008). “Qualitative case study methodology: Study design and implementation for novice researchers”. The Qualitative Report, 13, pp. 544–559.
  • Bogers, M. (2011). “The open innovation paradox: knowledge sharing and protection in R&D collaborations”. European Journal of Innovation Management, 14(1), pp. 93-117.
  • Bone, J., Allen, O., & Haley, C. (2017). “Business Incubators and accelerators: the national picture” (No. 2017/7). BEIS research paper. April, pp. 1–76.
  • Chesbrough, H. (2012). “GE's ecomagination challenge: an experiment in open innovation”. California management review, 54(3), 140-154.
  • Chesbrough, H., & Bogers, M. (2014). “Explicating open innovation: clarifying an emerging paradigm for understanding innovation”. In H. Chesbrough, W. Vanhaverbeke & J. West (Eds.), New Frontiers in Open Innovation. Oxford, UK: Oxford University Press.
  • Churchill, N. C., & Lewis, V. L. (1983). “The five stages of small business growth”. Harvard business review, 61(3), 30-50. doi: 10.1016/0024-6301(87)90071-9.
  • Clausen, T., & Rasmussen, E. (2011). “Open innovation policy through intermediaries: the industry incubator programme in Norway”. Technology Analysis & Strategic Management, 23(1), 75-85. doi: 10.1080/09537325.2011.537109.Dahlander, L., &
  • Gann, D. M. (2010). “How open is innovation?”. Research policy, 39(6), pp. 699-709. doi: i:10.1016/j.respol.2010.01.013.De
  • Groote, J.K. & Backmann, J. (2019). “Initiating open innovation collaborations between incumbents and startups: How can David and Goliath get along?”. International Journal of Innovation Management, p. 2050011.
  • Eftekhari, N., & Bogers, M. (2015). “Open for entrepreneurship: how open innovation can foster new venture creation”. Creativity and Innovation Management, 24(4), pp. 574-584. doi: 10.1111/caim.12136
  • Eisenhardt, K. M. (1989). “Building theories from case study research”. Academy of management review, 14(4), 532-550.
  • Enkel, E., Gassmann, O., & Chesbrough, H. (2009). “Open R&D and open innovation: exploring the phenomenon”. R&D Management, 39(4), pp. 311-316. doi: https://doi.org/10.1111/j.1467-9310.2009.00570.x
  • Freytag, R. (2019), "On a growth track with startups: how established companies can pursue innovation", Strategy & Leadership, Vol. 47 No. 4, pp. 26-33. doi: https://doi.org/10.1108/SL-05-2019-0070
  • Gassmann, O., & Enkel, E. (2004). “Towards a theory of open innovation: three core process archetypes”. Gruber, M., MacMillan,
  • I. C., & Thompson, J. D. (2013). “Escaping the prior knowledge corridor: What shapes the number and variety of market opportunities identified before market entry of technology start-ups?”. Organization Science, 24(1), 280-300. doi: 10.1287/orsc.1110.0721.
  • Harms, R., Kraus, S. and Schwarz, E.J. (2009), “The suitability of the configuration approach in entrepreneurship research”, Entrepreneurship and Regional Development, Vol. 21 No. 1, pp. 25-47. doi: 10.1080/08985620701876416.
  • Hasche, N., Linton, G., & Öberg, C. (2017). “Trust in open innovation–the case of a med-tech start-up”. European Journal of Innovation Management, 20(1), 31-49. doi: 10.1108/EJIM-10-2015-0111.
  • HITE, J. M. (1998, August). “The Influence of the Firm Life Cycle on the Evolution of Entrepreneurial Dyadic Network Ties”. In Academy of Management Proceedings (Vol. 1998, No. 1, pp. C1-C7). Briarcliff Manor, NY 10510: Academy of Management. doi: 10.5465/APBPP.1998.27666784.
  • B. N. Hogenhuis, E. A. van den Hende & E. J. Hultink (2016). “When Should Large Firms Collaborate with Young Ventures?”. Research-Technology Management, 59(1), pp. 39-47, doi: 10.1080/08956308.2016.1117329
  • Livieratos, A. D., & Lepeniotis, P. (2017). “Corporate venture capital programs of European electric utilities: Motives, trends, strategies and challenges”. The Electricity Journal, 30(2), 30-40. doi: 10.1016/j.tej.2017.01.006.
  • Minshall, T., Mortara, L., Valli, R., & Probert, D. (2010). “Making “asymmetric” partnerships work”. Research-Technology Management, 53(3), 53-63. doi: 10.1080/08956308.2010.11657631.
  • Nambisan, S., & Sawhney, M. (2007). “A buyer's guide to the innovation bazaar”. Harvard Business Review, 85(6), 109.
  • Neyens, I., Faems, D., & Sels, L. (2010). “The impact of continuous and discontinuous alliance strategies on startup innovation performance”. International Journal of Technology Management, 52(3-4), 392-410. doi: 10.1504/IJTM.2010.035982.
  • Richter, N., Jackson, P., & Schildhauer, T. (2018). “Outsourcing creativity: An abductive study of open innovation using corporate accelerators”. Creativity and Innovation Management, 27(1), 69-78. doi: 10.1111/caim.12252.
  • Ries, E. (2011). “The Lean Startup, How Today’s Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses”. New York:Crown Books.
  • Rothschild, L., & Darr, A. (2005). “Technological incubators and the social construction of innovation networks: an Israeli case study”. Technovation, 25(1), pp. 59-67. doi: 10.1016/S0166-4972(03)00064-6.
  • Servajean-Hilst, R., & Calvi, R. (2018). “Shades Of The Innovation-Purchasing Function—The Missing Link Of Open Innovation”. International Journal of Innovation Management, 22(01), 1850008. doi:10.1142/S1363919618500081
  • Spender, J. C., Corvello, V., Grimaldi, M., & Rippa, P. (2017). “Startups and open innovation: a review of the literature”. European Journal of Innovation Management, 20(1), 4-30. doi: 10.1108/EJIM-12-2015-0131.
  • Stinchcombe, A. L. (2000). “Social structure and organizations. In Economics meets sociology in strategic management” (pp. 229-259). Emerald Group Publishing Limited.
  • Usman, M., & Vanhaverbeke, W. (2017). “How start-ups successfully organize and manage open innovation with large companies”. European Journal of Innovation Management, 20(1), 171-186. doi: 10.1108/EJIM-07-2016-0066.
  • Waguespack, D. M., & Fleming, L. (2009). “Scanning the commons? Evidence on the benefits to startups participating in open standards development”. Management Science, 55(2), pp. 210-223. https://doi.org/10.1287/mnsc.1080.0944.
  • Weiblen, T., & Chesbrough, H. W. (2015). “Engaging with startups to enhance corporate innovation”. California Management Review, 57(2), 66-90. doi: 10.1525/cmr.2015.57.2.66.
  • Yin, RK (2014). “Case Study Research: Design and Methods”, 5th Ed. Los Angeles: Sage.
Fuente de los datos: Dialnet