Rights statement: This is an Accepted Manuscript of an article published by Taylor & Francis in The Design Journal on 31/05/2019, available online: https://www.tandfonline.com/doi/abs/10.1080/14606925.2019.1595857
Accepted author manuscript, 3.21 MB, PDF document
Available under license: CC BY-NC: Creative Commons Attribution-NonCommercial 4.0 International License
Final published version
Research output: Contribution to Journal/Magazine › Journal article › peer-review
Research output: Contribution to Journal/Magazine › Journal article › peer-review
}
TY - JOUR
T1 - Realising the value of open innovation in policy making
T2 - Equipping entrepreneurs for valuation work
AU - Whitham, Roger
AU - Pérez, David
AU - Mason, Katy
AU - Ford, Chris
N1 - This is an Accepted Manuscript of an article published by Taylor & Francis in The Design Journal on 31/05/2019, available online: https://www.tandfonline.com/doi/abs/10.1080/14606925.2019.1595857
PY - 2019/5/31
Y1 - 2019/5/31
N2 - Open innovation succeeds when it forms productive collaborations that cross organisational, disciplinary and practice boundaries. Success can, however, be hidden from stakeholders if the means to articulate value in novel, entrepreneurial open innovation work do not exist. We present collaborative design research tackling this challenge with the Cabinet Office Open Innovation Team ( OIT) within UK Government. Drawing on the findings of an ethnographic study we show how ` open innovation' and ` entrepreneurial' theories were used in practice to characterise the need for valuing the OIT's work. Using participatory design and co- design theory and methods we describe a multi- disciplinary intervention with the OIT, equipping them to collectively visualise their practice and to co- design new tools to support new and evolving valuation activities. We offer insights for collaborative design in open innovation settings and discuss the potential for co- designed tools to enable valuation in entrepreneurial practice.
AB - Open innovation succeeds when it forms productive collaborations that cross organisational, disciplinary and practice boundaries. Success can, however, be hidden from stakeholders if the means to articulate value in novel, entrepreneurial open innovation work do not exist. We present collaborative design research tackling this challenge with the Cabinet Office Open Innovation Team ( OIT) within UK Government. Drawing on the findings of an ethnographic study we show how ` open innovation' and ` entrepreneurial' theories were used in practice to characterise the need for valuing the OIT's work. Using participatory design and co- design theory and methods we describe a multi- disciplinary intervention with the OIT, equipping them to collectively visualise their practice and to co- design new tools to support new and evolving valuation activities. We offer insights for collaborative design in open innovation settings and discuss the potential for co- designed tools to enable valuation in entrepreneurial practice.
U2 - 10.1080/14606925.2019.1595857
DO - 10.1080/14606925.2019.1595857
M3 - Journal article
VL - 22
SP - 189
EP - 201
JO - The Design Journal
JF - The Design Journal
SN - 1460-6925
IS - Suppl. 1
ER -