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  • HuttonEtAl_2021_Open Innovation

    Rights statement: This is the author’s version of a work that was accepted for publication in Technovation. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Technovation, ?, ?, 2021 DOI: 10.1016/j.technovation.2021.102288

    Accepted author manuscript, 377 KB, PDF document

    Embargo ends: 28/04/23

    Available under license: CC BY-NC-ND: Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License

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How does open innovation contribute to the firm's dynamic capabilities?

Research output: Contribution to journalJournal articlepeer-review

E-pub ahead of print
Article number102288
<mark>Journal publication date</mark>28/04/2021
<mark>Journal</mark>Technovation
Number of pages15
Publication StatusE-pub ahead of print
Early online date28/04/21
<mark>Original language</mark>English

Abstract

A pressing management issue exists to understand how firms can develop dynamic capabilities (DC) through processes such as open innovation (OI). Our study aims to expand knowledge in this area by explicating the underlying mechanisms of OI that contribute to a firm's DC. Adopting a microfoundations perspective, we examined three separate new product development projects in a UK manufacturer over a period of two years. Our findings demonstrate that manufacturing firms can exploit technological and market-based knowledge resources during OI activities and we have developed a process model to reflect these findings. We were able to identify three underlying mechanisms of OI: realization, engagement, and appropriation, that contribute to the creation of firm resources and the firm's DC. Our study reveals that each mechanism links the process of OI to a firm's DC by sequentially and reciprocally altering the firm's abilities for sensing and seizing opportunities. This improved understanding of the microfoundations of OI enables us to explain how external knowledge search and the ensuing knowledge appropriation can correct misalignment between a firm's current capabilities and its future market opportunities, and, thus, enhance the firm's DC.

Bibliographic note

This is the author’s version of a work that was accepted for publication in Technovation. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Technovation, ?, ?, 2021 DOI: 10.1016/j.technovation.2021.102288