Kathleen Diener

Making Open Innovation Stick: A Study of Open Innovation Implementation in 756 Global Organizations: A large study of international companies shows that distinct routines and organizational structures differentiate organizations that succeed with open innovation.

Overview: Open innovation is an established approach to improve innovation performance, but many organizations have failed to embed open innovation in their innovation processes permanently and at scale. Building on an investigation of 756 international organizations, we show that the existence of distinct routines and organizational structures can explain why some firms implement open innovation successfully. We present a guideline for managers to master the organizational journey from closed to open innovation, moving their company from an initial state via pilots and exploration toward a permanently open state.

Sharing the Pie in Open Innovation: Value capture in crowdsourcing from the solver perspective

A blind spot in the open innovation literature is the value capture process. This study examines value capture in an open innovation ecosystem dedicated to crowdsourcing technical needs from the perspective of solution providers (so called solvers). Through the lens of two-sided market theory and uncertainty reduction theory, we analyze how solvers are able to capture value from crowdsourcing and their barriers to equitable appropriation. Using a multimethod approach including a large scale study of more than 500 domain experts involved in crowdsourcing for technology needs, we highlight the solvers’ dissatisfaction and the need to develop relationship value. Our study shows that the predominant economic view of value should be complemented by social aspects and relational aspects of value such as trust and communication.

Cost of Collaboration in Open Innovation: The Mediating Role of Search Strategy

This paper responds to the lack of research investigating procedural differences in open innovation collaboration. Based upon a sample of intermediaries, we analyze the costs of different setups for open collaboration. Our focus is on the mechanism of search initiating the collaboration. Differentiating direct search, i.e. actively scanning information sources for relevant knowledge, and indirect search, i.e. revealing an innovation problem to a potential pool of contributors, we find that variations in search behavior lead to different coordination cost. Our analysis allows us to derive implication for the theory and management of open innovation.