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Perspective: Leveraging Open Innovation through Paradox
Author(s) -
Lauritzen Ghita Dragsdahl,
Karafyllia Maria
Publication year - 2019
Publication title -
journal of product innovation management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.646
H-Index - 144
eISSN - 1540-5885
pISSN - 0737-6782
DOI - 10.1111/jpim.12474
Subject(s) - open innovation , leverage (statistics) , openness to experience , clarity , appropriation , business , value creation , perspective (graphical) , knowledge management , control (management) , marketing , industrial organization , economics , management , computer science , epistemology , psychology , social psychology , biochemistry , chemistry , philosophy , machine learning , artificial intelligence
In search of fresh ideas, firms increasingly engage with external contributors in open innovation collaborations. However, research has found that such collaborations frequently fail, and has pointed to conflicting demands of control and openness. On the one hand, firms want controlled and selective participation, clarity of purpose, and a choice of ideas based on their own current capacity and value appropriation strategies. On the other, their external contributors tend to want open and unfettered participation, the creative potential of the idea per se , and unrestricted knowledge sharing. This article proposes to shift the conceptual frame from looking at the tensions between control and openness as problems to looking at them as synergies. Drawing on the literature of open innovation and organizational paradox, this article contributes a novel perspective on open innovation that suggests how firms can leverage open innovation collaborations through paradox by combining practices based on differentiation and integration.