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Journal articles on the topic 'Open innovation platforms'
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Zhang, Mo, Chaoran Lin, Jun Guan, and Yan Lin. "The Effects of Open Innovation Platform Knowledge Strategies on Participants: Evolutionary Game Research." Mathematical Problems in Engineering 2020 (September 16, 2020): 1–12. http://dx.doi.org/10.1155/2020/4012713.
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Based on previous research on open innovation and appropriability strategies, using knowledge production functions and evolutionary game methods, this paper describes the process of dynamic cooperation between open innovation platforms and their participants. This paper specifically analyzes the influence of open innovation platform’s knowledge appropriability/knowledge sharing strategies, as well as participants’ exit/nonexit strategy, on the cooperative relationship. Through simulation analysis, this paper draws the following conclusions: first, the knowledge appropriability strategy of the open innovation platform and the participant’s nonexit strategy is an important strategic point of the cooperation between open innovation platforms and participants; second, the amount of knowledge production affects the strategic choices of open innovation platforms, while the knowledge increment affects the strategic choices of participants; third, the appreciation coefficient of complementary assets determines the direction of evolution of the cooperation process.
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OLLEROS, F. XAVIER. "THE POWER OF NON-CONTRACTUAL INNOVATION." International Journal of Innovation Management 11, no. 01 (March 2007): 93–113. http://dx.doi.org/10.1142/s1363919607001631.
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Currently, all major IT and telecom firms are busy trying to stimulate non-contractual complementary developments around their own core competences and offerings. But little has been done to explain the logic, strengths, and weaknesses of non-contractual innovation. The literature on open-platform leadership recognises the importance of non-contractual innovation, but only within the limited confines of a normative approach based on two implicit assumptions: that a platform's core and periphery are sharply and easily differentiated and that platforms are always grown and orchestrated from a monolithic core. Through analysis of two cases of decentralised open innovation: the emergence of video rental stores and the emergence of desktop-publishing systems. I argue that these assumptions do not apply to all open platforms. I conclude that by forcing a hierarchical framework onto the analysis, the normative approach underplays the role of non-contractual innovation and turns a blind eye to the radically self-organised and unforeseeable nature of some platforms' success.
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Nambisan, Satish, Donald Siegel, and Martin Kenney. "On open innovation, platforms, and entrepreneurship." Strategic Entrepreneurship Journal 12, no. 3 (August 31, 2018): 354–68. http://dx.doi.org/10.1002/sej.1300.
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Esposito De Falco, Salvatore, Antonio Renzi, Beatrice Orlando, and Nicola Cucari. "Open collaborative innovation and digital platforms." Production Planning & Control 28, no. 16 (October 10, 2017): 1344–53. http://dx.doi.org/10.1080/09537287.2017.1375143.
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Stupina, Alena, Tat'yana Berg, and Larisa Korpacheva. "Digital Tools for Managing Innovative Infrastructure." Bulletin of Kemerovo State University. Series: Political, Sociological and Economic sciences 2020, no. 3 (October 16, 2020): 408–16. http://dx.doi.org/10.21603/2500-3372-2020-5-3-408-416.
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The digital transformation of the economy and the conceptual changes in developing new consumer value predetermined new types of interaction between participants in innovation activities. These changes affected the elements of innovative infrastructure, which ensures effective production of open innovations. The increasing communication of innovation process participants remains a problem of innovative infrastructure performance, which requires new forms and configurations based on digital platform solutions. Modern information and communication technologies and their implementation in the innovative infrastructure will reduce investment costs for creation and maintenance of physical objects and decrease the time spent on searching, exchanging, and processing information of innovation process participants. The article considers the innovative infrastructure as an interaction system of subsystems based on digital platforms. The system provides downloadable information and innovative solutions. The paper focuses on the information subsystem of innovative infrastructure, its components, digital platforms, and services. The authors define distributed and integrated technologies for managing innovative infrastructure that provide communications in a single ecosystem of heterogeneous information network services of innovation process participants. The authors introduce effective mathematical tools of modified GERT networks for modeling computational data processing in heterogeneous environments of digital services of innovative infrastructure.
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Abbate, Tindara, Anna Paola Codini, and Barbara Aquilani. "Knowledge co-creation in Open Innovation Digital Platforms: processes, tools and services." Journal of Business & Industrial Marketing 34, no. 7 (August 5, 2019): 1434–47. http://dx.doi.org/10.1108/jbim-09-2018-0276.
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Purpose The purpose of this paper is to understand how Open Innovation Digital Platforms (OIDPs) can facilitate and support knowledge co-creation in Open Innovation (OI) processes. Specifically, it intends to investigate the contribution of OIDPs-oriented to successfully implement all the phases of interactive coupled OI processes. Design/methodology/approach The paper carries out an exploratory qualitative analysis, adopting the single case study method. The case here investigated is Open Innovation Platform Regione Lombardia (OIPRL). Findings The case study sheds light on how OIPRL supports knowledge co-creation through its processes, tools and services as a co-creator intermediary. In its launch stage, the platform simply aimed at giving firms a tool to “find partners” and financial resources to achieve innovative projects. Now, however, the platform has developed into an engagement platform for knowledge co-creation. Research limitations/implications One limitation lies in the particular perspective used to perform the case study: the perspective of the digital platform itself. Future research should focus on the individuals engaged in the platform to better investigate the processes, tools and services used to implement the OI approach. Practical implications The paper suggests ways in which OIDPs could be used by firms for effective exploration, acquisition, integration and development of valuable knowledge. Originality/value The study conceptualizes the role of OIDPs in shaping knowledge co-creation, assuming that the platforms act as Open Innovation Intermediaries (OIIs). Specifically, OIDPs can be observed to function as “co-creator intermediaries” that define, develop and implement dedicated processes, specific tools and appropriate services for supporting knowledge co-creation activities.
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Omar, Aliza A., Avvari V. Mohan, and XIAOFEI ZHAO. "Can Government Policies Drive Open Innovation Type Platforms? Ideas from the MSC Malaysia Flagship Applications." Science, Technology and Society 22, no. 3 (September 25, 2017): 490–505. http://dx.doi.org/10.1177/0971721817724315.
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The discussion of open innovation has always been centred on the organisation where innovation occurs. The focus would be on the inflow and outflow of knowledge into the organisation; several studies and cases published have addressed the concept around business (or government) organisations and their research and development (R&D) activities. The open innovation framework is based on a focal organisation, which is usually a business organisation that provides a platform for other organisations to collaborate—either helping the focal organisation to commercialise its knowledge and gain economic benefits or vice versa. This notion, we argue, is where an open innovation platform is ‘supplier-driven’, that is, ‘supplier’ indicating the focal organisation where innovation occurs. In this article, however, we propose an alternate framework for open innovation, that is, one that is ‘customer-driven’ where the customer organisation or demand-creating organisation provides a platform for open innovation. This alternate notion is derived from the case of the flagship applications of Malaysia’s Multimedia Super Corridor (MSC Malaysia). The MSC Malaysia flagships can be seen as open innovation type platforms established by the customer, that is, the Malaysian government—which provides the demand pull for creating an open-innovation platform. This framework of a ‘customer-driven’ open innovation platform could provide lessons for other emerging economies to understand how their governments can play a more active role, as policymaker and demand-generating entity, to create a platform for open innovation.
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Lee, Moongi, Teemu Makkonen, and Sungho Rho. "The role of open innovation platforms in facilitating user-driven innovation in innovation ecosystems." International Journal of Knowledge-Based Development 11, no. 3 (2020): 288. http://dx.doi.org/10.1504/ijkbd.2020.10035203.
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Rho, Sungho, Moongi Lee, and Teemu Makkonen. "The role of open innovation platforms in facilitating user-driven innovation in innovation ecosystems." International Journal of Knowledge-Based Development 11, no. 3 (2020): 288. http://dx.doi.org/10.1504/ijkbd.2020.112801.
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REMNELAND-WIKHAMN, BJÖRN, JAN LJUNGBERG, MAGNUS BERGQUIST, and JONAS KUSCHEL. "OPEN INNOVATION, GENERATIVITY AND THE SUPPLIER AS PEER: THE CASE OF IPHONE AND ANDROID." International Journal of Innovation Management 15, no. 01 (February 2011): 205–30. http://dx.doi.org/10.1142/s1363919611003131.
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The diffusion of various forms of digital technologies has acted as a disrupting force in several industries, promoting open and distributed innovation processes. In this paper we argue that the supplier in open innovation networks tends to get a more active role as a creative peer producer, rather than merely a contractual deliverer. A comparative case study of the mobile phone platforms iPhone and Android is used to analyze this shift in innovative value creation. The notion of generative capacity is introduced to the research on open innovation, suggesting that it is generativity rather than openness that drives the platforms' aggregated wealth. The two cases from the mobile phone industry illustrate that innovation initiatives can successfully approach generativity in different ways and that both openness and control are important to facilitate supplier contributions.
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Bek, Nadezhda, and Laura Gadzhaeva. "Open Innovation Business Models and Open Strategies: Features, Challenges, Development Prospects." Moscow University Economics Bulletin 2018, no. 1 (February 28, 2018): 140–59. http://dx.doi.org/10.38050/01300105201818.
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The paper discusses the results of review of the business models innovation, open innovation business models and open innovation strategies. We reveal an increasing business attention and extensive growth of scientific paper in this field. We define positions of single authors about framework of components, parameters and relation business model innovation with open business models and open innovation strategies Based on existing literature, we illustrate that openness of business models innovation enhance the role of ecosystems, platforms, communities and other network forms in strategic management. The important avenues for future research in understanding and alignment business model innovation with effectiveness of creating and capturing value, business, innovation strategies and positioning strategies in digital transformation era.
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Gaggioli, Andrea. "Potential of Open Innovation Platforms for Solving Social Challenges." Cyberpsychology, Behavior, and Social Networking 22, no. 6 (June 2019): 428–29. http://dx.doi.org/10.1089/cyber.2019.29154.csi.
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Huang, Lei, Yandong Zhao, Liang Mei, Peiyi Wu, Zhihua Zhao, and Yijun Mao. "Structural Holes in the Multi-Sided Market: A Market Allocation Structure Analysis of China’s Car-Hailing Platform in the Context of Open Innovation." Sustainability 11, no. 20 (October 19, 2019): 5813. http://dx.doi.org/10.3390/su11205813.
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Car-hailing platform governance is an emerging topic of research and practice. The governance of the data-driven platform economy is challenging the research paradigm of competition regulation in the context of open innovation. This research is trying to reveal the market allocation structure of China’s online car-hailing industry from the perspective of personal data allocation by the study of Application Programming Interface (API) of sample platforms. On the basis of the networked nature of personal data allocation via APIs, this research constructs a mathematical model of the edge weight of data resource connections between platforms. Furthermore, this research optimises the structural hole analysis of complex networks to discuss the state of personal data resource allocation in China’s car-hailing industry. Results reveal that there are obvious structural holes within the sample network. When compared with related indicators, we found that accessing personal data resources is an essential component of the sample network competition capability and sustainable innovation. Social media platforms and online payment platforms more greatly impact car-hailing platform competition than other types of platforms within the multi-sided market context. This research offers a research perspective of personal data allocation for further study of competition, regulation and sustainable innovation of data-driven platform economies.
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Flath, Christoph M., Sascha Friesike, Marco Wirth, and Frédéric Thiesse. "Copy, Transform, Combine: Exploring the Remix as a Form of Innovation." Journal of Information Technology 32, no. 4 (December 2017): 306–25. http://dx.doi.org/10.1057/s41265-017-0043-9.
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The reuse of existing knowledge is an indispensable part of the creation of novel ideas. In the creative domain knowledge reuse is a common practice known as “remixing”. With the emergence of open internet-based platforms in recent years, remixing has found its way from the world of music and art to the design of arbitrary physical goods. However, despite its obvious relevance for the number and quality of innovations on such platforms, little is known about the process of remixing and its contextual factors. This paper considers the example of Thingiverse, a platform for the 3D printing community that allows its users to create, share, and access a broad range of printable digital models. We present an explorative study of remixing activities that took place on the platform over the course of six years by using an extensive set of data on models and users. On the foundation of these empirically observed phenomena, we formulate a set of theoretical propositions and managerial implications regarding (1) the role of remixes in design communities, (2) the different patterns of remixing processes, (3) the platform features that facilitate remixes, and (4) the profile of the remixing platform's users.
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Bazetska, H., V. Yesina, and T. Pushkar. "FORMATION OF AN OPEN INNOVATION MODEL IN THE CONDITIONS OF DIGITAL TRANSFORMATION OF SOCIETY." Series: Economic science 7, no. 160 (November 27, 2020): 18–25. http://dx.doi.org/10.33042/2522-1809-2020-7-160-18-25.
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The active development of globalization and the formation of the information society contribute to the transformation of approaches to innovative activities. The purpose of the article is to consider the formation of an open innovation model in the modern information space. The latest approaches to the openness of knowledge, the creation of platforms for the development of open science, the tendency to increase the openness of research processes are reflected in the concept of open innovation. The model of open innovation provides a new cycle of creation and implementation of an innovative product. This model involves the active use of information about innovative products from the outside, increasing the availability of such information. The open innovation model determines not only the active use of external sources of innovation, but also provides for the increase in the openness of their own developments and the willingness of companies to the fact that at any stage innovation can go beyond the company and be implemented by other business structures. In the EU countries, the concept of open innovation is reflected in the principles defined in the European policy for knowledge transfer and open innovation. The new paradigm of innovations "Open Innovation 2.0" of the EU is the basis for the formation of their model in Ukraine. "Open Innovation 2.0" is based on the model of four spirals, where government, industry, academia and citizens work together to create the future together and carry out structural changes. Knowledge transfer, ecosystem approach, development of structures and mechanisms for exchange of information and experience are identified as the main tools for the development of open innovation. It is defined in the article that the active participation of the country in the European Open Science Cloud and the European Cloud Initiative are important stages in the development of the open innovation model in Ukraine. The European Open Science Cloud is Europe's virtual environment for all researchers to store, manage, analyze and reuse data for research, innovative and educational tasks. The European Open Science Cloud and the European Cloud Initiative are elements of integration into the European Research Area as a basis for access to new knowledge and increasing their openness. The development of the information society in Ukraine contributes to the formation of conditions for the implementation of the main components of the open innovation model defined by the European policy of knowledge transfer and open innovation. The transition to a new perception of innovation, the use of all opportunities to obtain new knowledge in the open scientific space, active participation in the system formation processes for open knowledge transfer in the EU can create a solid foundation for innovative changes in the national economy.
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Hanseth, Ole, and Petter Nielsen. "Infrastructural Innovation." International Journal of IT Standards and Standardization Research 11, no. 1 (January 2013): 27–45. http://dx.doi.org/10.4018/jitsr.2013010102.
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This article addresses issues related to how to enable broadest possible innovative activities by infrastructural technology design. The authors focus on the development of high level services based on mobile telecommunication technologies. The focus of their analysis is how features of the technology enable or constrain innovations. They do so by looking at embryos of the Mobile Internet (primarily the Norwegian CPA platform, but also two pre-CPA platforms in Norway and Japan’s i-mode) through the concepts of end-to-end architecture, programmability of terminals and generativity. This analysis illustrates that the change from closed infrastructures like MobilInfo and SMSinfo to more open ones like CPA and i-mode increased the speed and range of innovations substantially. At the same time the differences between CPA and i-mode regarding programmability of terminals, and the billing service provided by the CPA network enabling the billing of individual transactions, also contributed to basically the same speed and range of innovations around CPA as i-mode in spite of the huge differences in investments into the networks made by the owners. The analysis also points out important differences between the Internet and the existing Mobile Internet regarding technological constrains on innovations. It points out important ways in which powerful actors’ strategies inhibit innovations and how they embed their strategies into the technology and creates technological barriers for innovation.
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Gulshan, Sanjiv S. "Innovation Management: Reaping the benefits of Open Platforms by assimilating internal and external innovations." Procedia - Social and Behavioral Sciences 25 (2011): 46–53. http://dx.doi.org/10.1016/j.sbspro.2011.10.527.
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Altman, Elizabeth J., and Michael L. Tushman. "Platforms, Open/User Innovation, and Ecosystems: A Strategic Leadership Perspective." Academy of Management Proceedings 2017, no. 1 (August 2017): 15466. http://dx.doi.org/10.5465/ambpp.2017.15466abstract.
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Dolińska, Małgorzata. "Services of open innovation creation by users of crowdsourcing platforms." European Journal of Service Management 26 (2018): 45–51. http://dx.doi.org/10.18276/ejsm.2018.26-06.
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Hilbolling, Susan, Hans Berends, Fleur Deken, and Philipp Tuertscher. "Complementors as connectors: managing open innovation around digital product platforms." R&D Management 50, no. 1 (April 22, 2019): 18–30. http://dx.doi.org/10.1111/radm.12371.
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Ben Arfi, Wissal, Rickard Enström, Jean Michel Sahut, and Lubica Hikkerova. "The significance of knowledge sharing platforms for open innovation success." Journal of Organizational Change Management 32, no. 5 (August 12, 2019): 496–516. http://dx.doi.org/10.1108/jocm-09-2018-0256.
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Purpose The purpose of this paper is to contribute to the theoretical background on how organizational change (OC) enhances open innovation (OI) processes and enables a company to reach performance results through implementing knowledge sharing platforms (KSPs). The authors aim to better understand and investigate how the changes introduced by the implementation of KSPs impact the OC and facilitate the OI process. Design/methodology/approach In this paper, an exploratory longitudinal single case study based on a variety of data sources is used: participant observations, focus group discussions and semi-structured interviews with the KSP members and top managers of a Tunisian SME operating in the dairy products sector. The open-ended responses were subsequently exposed to thematic discourse analysis. Findings The case study findings deeply explore and investigate a company’s experience in implementing OCs when using a joint-venture alliance with a French leader to develop OI. Central to this exhibit is the nature and magnitude of the knowledge sharing between the parties in the OI process, and the significant impact it had on the consumers’ reception of the new products. The outcomes show that due to the sharing of external research and development skills, the creation of the KSP has been an incentive for significant changes and customer targeting and for promoting internal absorptive capacity, minimizing complexity, uncertainty and risks and reaching performance results. Originality/value This paper provides a deep understanding of the new product development process and offers a holistic approach with respect to KSP practices. The significant impact on the consumers’ first response and the subsequent adaption of an industrially produced cheese as a subsidiary product to an existing artisan quality product are examined in this study. Examining the implementation of an OI process, this research is one of the few studies revealing the shortcomings of a former process and a subsequent adaption of a newly successful one that targets the consumers in a MENA country.
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Leckel, Anja, Krithika Randhawa, and Frank T. Piller. "Seekers’ and Solvers’ Interaction Design Preferences for Open Innovation Platforms." Academy of Management Proceedings 2021, no. 1 (August 2021): 12654. http://dx.doi.org/10.5465/ambpp.2021.12654abstract.
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Baran, Grzegorz. "Social Innovation Living Labs as Platforms to Co-design Social Innovations." Journal of Intercultural Management 12, no. 1 (March 1, 2020): 36–57. http://dx.doi.org/10.2478/joim-2019-0031.
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AbstractObjective: The aim of the research is to develop a new original concept of social innovation lab based on the concept of living labs seen from the perspective of design-led approach to management and innovation.Methodology: The research was carried out with use of non-empirical (theoretical) framework. The existing knowledge was the source of reasoning leading to solve the scientific problem. It was rather implicit two-stage process of reasoning. The first stage was to reframe the conceptual framework, which was based on the analysis of the living lab concept seen from the perspective of the unique nature of social innovation and its limits. In the second stage, prototyping of a new concept of social innovation living lab was built on the conceptual framework developed at the first stage.Findings: The original theoretical model of social innovation living lab and its operationalization have been developed. It is based on the concept of living labs regarded as long term environments for open innovation that are being developed with real users in real contexts, and framed from the perspective of design-led approach to management and innovation.Value Added: The literature review has revealed the significant lack of research studies on the processes of generating social innovation. The proposed original model of social innovation living lab helps fill this gap. Social innovations as successful exploitation of new ideas to meet social problems and needs are essential in social and economic life. However, the conventional approaches to innovation are not sufficient to develop social innovation due to its nature. The proposed approach describes the operation of the social innovation living lab as an effective way to develop such innovations and at the same time the methodology useful in the further research.Recommendations: The proposed original approach to the processes of designing and accomplishing social innovation can help to develop such innovations in a more intentional and goal-oriented way, which is difficult using traditional laboratories due to the nature of such innovations.
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Gao, Suying, Xiangshan Jin, and Ye Zhang. "User Participation Behavior in Crowdsourcing Platforms: Impact of Information Signaling Theory." Sustainability 13, no. 11 (June 2, 2021): 6290. http://dx.doi.org/10.3390/su13116290.
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As a type of open innovation, emerging crowdsourcing platforms have garnered significant attention from users and companies. This study aims to determine how online seeker signals affect the user participation behavior of the solver in the open innovation crowdsourcing community, by means of which to achieve the long-term sustainable development of the emerging crowdsourcing platform. We performed data analysis based on the system of regression equation approach in order to conduct quantitative research. We found that online reputation and salary comparison positively influence user participation behavior, and that interpersonal trust acts as a strong mediator in the relationship between salary comparison and user participation behavior. In addition, we observed an elevation in task information diversification as a moderator, which positively affects online seeker signals on user participation behavior. Furthermore, an upsurge was noted in task information overload as a moderator, which adversely affects online seeker signals on user participation behavior. The contributions of this article include the application of the innovative signal transmission model, and online task information quality has important guiding significance on how to design task descriptions for emerging crowdsourcing platforms in order to stimulate user participation behavior.
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Li, Xiao, Ying Li, and Weibo Zheng. "Web Service Platforms, Social Networks, and Firms' Innovation Capability: Mediating Effects Model Based on Web Service Platform Synergies." Forest Products Journal 71, no. 2 (March 1, 2021): 188–97. http://dx.doi.org/10.13073/fpj-d-20-00081.
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Abstract With the rise of new retail concepts, commodity trading has evolved from the traditional supply-to-consumer linear single-track relationship into a brand-new Internet platform-based S2b2c social networking system.1 Despite this, over 90 percent of wood product enterprises have an extremely limited understanding and application of this new kind of web service platform-based marketing systems. To reveal the impact of web service platforms on the growth of wood product enterprises, this study proposes an analytical framework that integrates the web service platform synergy, the social network synergy, and the corporate innovation capability. Using this framework, the effects of social network and web service platform synergies on the corporate innovation capability are analyzed, with a particular focus on exploring the mediating role of web service platform synergy between the social network synergy and the corporate innovation capability. Based on the questionnaire survey data of 489 large, medium, and small-wood product enterprises in the Pearl River Delta and the Yangtze River Delta regions, the following empirical results are derived through a combination of stepwise regression and Sobel test: (1) Web service platform synergy has a significant positive impact on the corporate innovation capability; (2) Social network synergy has a significant positive impact on the corporate innovation capability; (3) Social network synergy has a significant positive impact on the establishment of web service platforms; and (4) Web service platform synergy has a partial intermediary relationship between social network synergy and innovation capability, accounting for 34.05 percent of the total effect. The results of this study indicate that like social networks, web service platforms are the strategic resources of enterprises. In the context of open innovation, it is essential for the wood product enterprises to deeply integrate with the social networks and web service platforms, which helps enhance their innovation capability.
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Kranzeeva, Elena, Evgeny Golovatsky, Anna Orlova, Natalia Nyatina, and Anna Burmakina. "Assessing the Effectiveness of Social and Political Innovations in the Development of Interaction between the Authorities and the Population during COVID-19: The Implication of Open Innovation." Journal of Open Innovation: Technology, Market, and Complexity 7, no. 3 (July 6, 2021): 172. http://dx.doi.org/10.3390/joitmc7030172.
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Open innovations combine the interaction of the authorities and the population in regions of Russia. Social and political interaction of Russian network users demonstrates new open forms of political participation, mobilization practices (initiative appeals, petitions), the use of expert systems data, and remote access technologies. The increasing number of initiatives and the growth of online communities involved in the discussion and adjustment of the results of innovation activities require the use of a big data format. The demand for open innovation based on the principles of transparency of social and political interactions is being updated during COVID-19. This study aims to assess the effectiveness of open innovations in social and political interactions during COVID-19. The innovative practices of communication between the population and authorities were studied using DataMining tools based on digital platforms: “Russian Public Initiative”, “Change.org” and “GoogleTrends”. Users’ social graphs represent the visualization in terms of thematic and territorial groupings. The results obtained allow for a conclusion about the dependence of the regional innovation activities on the openness of their communications and their location relative to authoritative and other types of resources. The physical location of the region (center–border region–periphery) and dependence on implementation at the federal, regional or municipal levels are circumstances influencing the effectiveness of social and political innovations.
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Arshi, Tahseen, Venkoba Rao, Kamal Qazi, Vazeerjan Begum, Mansoor ALSabahi, and Syed Ali Ahmed. "A Biopsychosocial Perspective of User-Generated Innovation in Open Innovation Models: A Moderated-Mediation Analysis." Journal of Open Innovation: Technology, Market, and Complexity 7, no. 2 (May 11, 2021): 131. http://dx.doi.org/10.3390/joitmc7020131.
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User-generated innovation has contributed to the growth of the democratization of open-innovation models. One of the most common forms of user-generated innovation is evident on social media platforms. The purpose of this study is to investigate nonpecuniary motivations that drive innovation among user innovators on social media platforms. Furthermore, the study examines the underlying sociopsychological and biological dispositions that influence nonpecuniary motivation. The experimental and control group consisted of 204 user innovators on different social media platforms who filled out a self-reporting questionnaire in this exploratory research design. The study assessed endocrinal biomarkers through a proxy measure of 2D:4D ratio associated with behavioral, emotional, and social behavior. It developed a moderated-mediation model evaluating the indirect conditional relationships through a regression-based analysis with bootstrapped estimations. The findings support the moderated-mediation model, indicating that nonpecuniary motivation primarily explains user innovator behavior. Hedonic emotions, characterized by aesthetics, experiential enjoyment, and satisfaction-related feelings, mediate this relationship. A critical finding of the study is that endocrinal testosterone moderates this mediated relationship. This study is the first to apply a biopsychosocial lens to examine motivational drives influencing user-generated innovation using a moderated-mediation model. It contributes to understanding user innovators’ tricky motivational purposes, emphasizing the role of human agency in advancing the open-innovation agenda.
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NDOU, VALENTINA, PASQUALE DEL VECCHIO, and LAURA SCHINA. "OPEN INNOVATION NETWORKS: THE ROLE OF INNOVATIVE MARKETPLACES FOR SMALL AND MEDIUM ENTERPRISES' VALUE CREATION." International Journal of Innovation and Technology Management 08, no. 03 (September 2011): 437–53. http://dx.doi.org/10.1142/s0219877011002404.
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The article is focused on the explanation of the benefits of an open innovation approach in order to drive small and medium enterprises within the actual dynamic environment. In particular, the article gives evidence of the capability of the new paradigm in enabling innovative patterns of growth and development, especially for the small segment, not able to overpass a lot of constraints for achieving high performance by itself. We argue that firms' innovation can be carried out through open innovation platforms, in which they will grasp the most important benefits and opportunities in order to catch the value creation.
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Wang, Ling, and Jinxiao Wang. "The Impact of Project Initiators on Open Source Software Project Success." International Journal of Information Systems in the Service Sector 12, no. 1 (January 2020): 28–43. http://dx.doi.org/10.4018/ijisss.2020010103.
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This paper focuses on studying the role of open source software project initiator in affecting the OSS project success from the perspective of individual and collective behaviors. The authors collected the data from an emerging OSS hosting platform Gitee in China. This research indicates that the success mode for open source software projects in China relies a lot on the project initiators. Project initiators not only contribute codes to aid the project directly, but also use their social capital to facilitate the project success. But no full play has been given to social network's effect on mass production and collaborative innovation. The authors suggest collaborative innovation which could lead to coherence of global collective wisdom, reduced development costs, and expanded source of innovation should be the further direction for the OSS project in emerging platforms.
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Ghazawneh, Ahmad. "The power of platforms for software development in open innovation networks." International Journal of Networking and Virtual Organisations 9, no. 2 (2011): 140. http://dx.doi.org/10.1504/ijnvo.2011.042415.
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Lalicic, Lidija. "Open innovation platforms in tourism: how do stakeholders engage and reach consensus?" International Journal of Contemporary Hospitality Management 30, no. 6 (June 11, 2018): 2517–36. http://dx.doi.org/10.1108/ijchm-04-2016-0233.
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PurposeThis paper aims to visualize the communication processes between stakeholders who discuss, reach consensus and engage with user-generated ideas through an open innovation platform facilitated by Destination Management Organization (DMO).Design/methodology/approachVarious discussion and interaction styles between the different types of stakeholders on the innovation platform are analyzed using quantitative content analysis. Likewise, perceived issues among the stakeholders that motivate collaboration and consensus are identified.FindingsThis paper identifies that stakeholders interact with each other, reach agreements and solve joint problems on the platform by using predominantly constructive interaction styles. Meanwhile, feasibility and strategic issues appear to be the most dominant topics when discussing the fruition of ideas; however, this depends significantly on the category of the idea.Practical implicationsDMOs are given an understanding of why and how stakeholders engage with a certain idea and the kind of challenges they perceive when pursuing the execution of an idea. DMOs are advised to carefully design an open innovation platform to facilitate effective online discussions that may lead to working groups.Originality/valueThere is a scarcity of approaches in the field of tourism that invite stakeholders to innovate. This study aims to close this gap in tourism research by identifying how and which stakeholders respond to an invitation from a DMO to engage in an open innovation platform and, subsequently, how they interact with other partners to foster collaborative innovation projects in their destination.
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Ojasalo, Jukka, and Heini Kauppinen. "Collaborative Innovation with External Actors: An Empirical Study on Open Innovation Platforms in Smart Cities." Technology Innovation Management Review 6, no. 12 (December 16, 2016): 49–60. http://dx.doi.org/10.22215/timreview1041.
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Ojasalo, Jukka, and Heini Kauppinen. "Collaborative Innovation with External Actors: An Empirical Study on Open Innovation Platforms in Smart Cities." Technology Innovation Management Review 6, no. 12 (December 16, 2016): 49–60. http://dx.doi.org/10.22215/timreview/1041.
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Raunio, Mika, Nadja Nordling, and Mika Kautonen. "Open Innovation Platforms as a Knowledge Triangle Policy Tool – Evidence from Finland." Foresight and STI Governance 12, no. 2 (June 25, 2018): 62–76. http://dx.doi.org/10.17323/2500-2597.2018.2.62.76.
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Barlatier, Pierre-Jean, and Emmanuel Josserand. "Delivering open innovation promises through social media." Journal of Business Strategy 39, no. 6 (November 19, 2018): 21–28. http://dx.doi.org/10.1108/jbs-12-2017-0175.
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Purpose This paper aims to explore how social media can be used strategically for delivering the promises of open innovation and examines the types of structure that can foster the integration of these new tools with more classic top-down innovation approaches. Design/methodology/approach A single case study of, ALPHA (pseudonym), a multinational company that combined an integrated strategy and the creation of a lean structure with the full potential of social media. Findings To take on the challenges of energy transition, ALPHA has implemented a low-cost approach allowing it to harness the promises of open innovation. This combined the introduction of a lean structure, two social media platforms and processes that ensured the integration of open innovation activities with existing departments. Research limitations/implications The research is based on a single case study. Further research should be conducted to establish the generalization of the results. Practical implications This paper highlights the key success factors in making such a light approach successful, namely, controlling cost and disruption of open innovation; integration matters; leveraging complementarities with existing social media initiatives; and bottom-up adoption. Originality/value The research provides a unique approach that can be practically implemented to leverage social media to deliver the promises of open innovation and offers an original way of integrating social media lead innovation and open innovation strategies with more classic R&D activities.
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Legenvre, Herve, Ari-Pekka Hameri, and Pietari Kauttu. "Strategizing with Hardware Rich Open Source Ecosystems." Journal of Innovation Management 9, no. 2 (August 12, 2021): 1–20. http://dx.doi.org/10.24840/2183-0606_009.002_0003.
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Companies are increasingly adopting open source strategies to develop and exploit complex infrastructures and platforms that combine software, hardware and standard interfaces. Such strategies require the development of a vibrant ecosystem of partners that combines the innovation capabilities of hundreds of companies from different industries. Our aim is to help decision makers assess the benefits and challenges associated with creating or joining such ecosystems. We use a case study approach on six major collaborative ecosystems that enable the development of complex, high cost infrastructures and platforms. We characterize their strategy, governance, and their degree of intellectual property (IP) openness. We offer a three-dimensional framework that helps managers characterize such ecosystems. Although all the ecosystems studied aim at scaling up innovative solutions, their strategy, governance and IP openness vary. An upstream strategy aimed at replacing supplier proprietary design with open substitutes requires a democratic governance and an intellectual property policy that maximize the attractiveness of the ecosystem. A downstream strategy aimed at carving a space in new markets requires an autocratic governance and an intellectual property policy that combine attractiveness and value capture opportunities.
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Mlitwa, Nhlanhla Wilton B., and David Wafula Wanyonyi. "Towards interactive open source based m-Learning solution: the m-Chisimba framework." Journal of Engineering, Design and Technology 13, no. 3 (July 6, 2015): 463–85. http://dx.doi.org/10.1108/jedt-08-2013-0059.
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Purpose – This paper aims to present a research outcome to an investigation towards the innovative use of electronic-learning (e-Learning) software solutions to strengthen the interactive component of mobile learning (m-Learning) in university contexts. This work was motivated by observations of interactive limitations in existing m-Learning solutions in well-intentioned software development and e-Learning efforts. The aim of the project, thus, was to interrogate hindrances to the potency of m-Learning interventions. The idea was to strengthen the interactive component, to improve the compatibility of the desktop e-Learning process – with mobile appliances such as mobile phones and, finally, to explore cost minimizing avenues of downloading learning materials over mobile phones. Design/methodology/approach – The methodology of the project was twofold: that is, both literature-based and experimental. Literature background offered insight on existing efforts towards interactive m-Learning solutions. Against this background, the project was then designed to explore ways to provide presentations and interactive chats for effective m-Learning over mobile phones. The idea was to reduce the file size of presentations slides for effective display on mobile devices. Finally, the aim was also to minimize airtime costs when transmitting presentation slides and when conducting interactive chats on mobile phones. An experiment research method was, thus, used. In this method, a problem and question were articulated first. Then, a practical technological solution was conceptualized, developed, pre-tested, modified and re-tested until it complied with sought specifications, Finally, the solution was implemented, to confirm its viability and response to a research problem and, ultimately, was reported in the findings. Findings – Slides were developed with light colour resolutions to open effortlessly on tiny mobile screens. The best quality was between 128 and 201.188 (out of 255) pixels (more visible mobile phone screens), using Open Source Software. Clear slides also had a font greater than size 32. The average data per presentation were 9,872.66 bytes, and, when seven learners were chatting, it was 3,686.63 bytes (0.03 megabytes). For airtime costs, the Vodacom rate of R0.46 per megabyte was used. This translates to 0.8 × 0.46 = R0.0368 cost per slide. The m-Chisimba platform therefore, seems to be cost-effective, quality expedient and most appropriate for interactive m-Learning. Research limitations/implications – Existing m-Learning has been inadequate, failing to align adequately the desktop e-Learning solutions with mobile phone platforms. Desktop presentation slides, for example, have been incompatible with mobile phones’ operations and screen sizes. Mostly, content could consume a lot more airtime, owing to large sizes of desktop originated material that was incompatible with mobile platforms. A solution that emerged from original experiments, leading to the enhanced interactive m-Learning solution, the m-Chisimba platform, is, therefore, presented in this paper. The thinking is that mobile applications are convenient enablers which extend access to information. Nevertheless, mobile applications (including m-Learning solutions) cannot be seen as panaceas to solve all learning concerns as literacy and affordability remain challenges in many under-developed social environments. As a newly developed innovation, the m-Chisimba platform offers an improved m-Learning solution for learning activities over mobile gadgets such as mobile phones. Practical implications – The research work offers new innovative solutions in a number of practical ways. It improves the interactivity component of the m-Learning process, to empower educators and learners to effectively engage learning over m-Learning devices. Social implications – The innovation makes it easier to for learning to take place effortlessly, over mobile platforms. Implications are that more people will be able to access learning processes on the move, meaning that obstacles to access learning opportunities are minimised. Originality/value – Existing m-Learning has been inadequate, failing to align adequately the desktop e-Learning solutions with mobile phone platforms. Desktop presentation slides, for example, have been incompatible with mobile phones’ operations and screen sizes. Mostly, content could consume a lot more airtime, owing to large sizes of desktop-originated material that was incompatible with mobile-platforms. A solution that emerged from original experiments, leading to the enhanced interactive m-Learning solution, the m-Chisimba platform, is, therefore, presented in this paper. The thinking is that mobile applications are convenient enablers which extend access to information. Nevertheless, mobile applications (including m-Learning solutions) cannot be seen as panaceas to solve all learning concerns as literacy and affordability remain challenges in many under-developed social environments. As a newly developed innovation, the m-Chisimba platform offers an improved m-Learning solution for learning activities over mobile gadgets such as mobile phones.
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Battistella, Cinzia, and Fabio Nonino. "Exploring the impact of motivations on the attraction of innovation roles in open innovation web-based platforms." Production Planning & Control 24, no. 2-3 (January 18, 2012): 226–45. http://dx.doi.org/10.1080/09537287.2011.647876.
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Abbate, Tindara, Danilo De Luca, Angelo Gaeta, Mario Lepore, Sergio Miranda, and Mirko Perano. "Analysis of Open Innovation Intermediaries Platforms by Considering the Smart Service System Perspective." Procedia Manufacturing 3 (2015): 3575–82. http://dx.doi.org/10.1016/j.promfg.2015.07.719.
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Aloini, Davide, Valentina Lazzarotti, Luisa Pellegrini, and Pierluigi Zerbino. "Inside-out: the forgotten side of ICT-enabled open innovation." Measuring Business Excellence 24, no. 1 (November 18, 2019): 24–38. http://dx.doi.org/10.1108/mbe-11-2018-0095.
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Purpose The role of information and communication technologies (ICTs) and digital platforms in enabling connectivity and collaboration among actors is neglected when dealing with outbound open innovation (OI). Moreover, the outbound OI process is not currently defined in a univocal way. Thus, this paper aims to outline the outbound OI phases and to explore role and capabilities of ICTs in supporting it. Design/methodology/approach Through a literature review approach, the authors specified the outbound OI process. Hence, the authors leveraged the similarities between the knowledge management process phases and the outbound OI phases for developing a conceptual framework that could match the outbound OI phases with acknowledged categories of ICT tools. Findings Through a process-view, the authors outlined outbound OI as a three-phase process. The authors developed a matrix-shaped framework in which the columns represent the three outbound OI process phases, while the rows are three ICT categories that could be suitable for supporting the outbound OI process. Practical implications The framework is designed to guide a deep understanding of how ICTs could support specific phases of the outbound OI process. In so doing, it could be useful for software developers interested in the preliminary design of an ICT platform for outbound OI. Originality/value The conceptual framework proposal as follows: specifies a detailed, process-oriented definition of the outbound OI; allows to identify the main ICT categories supporting the phases of the outbound OI process; and provides guidance for further exploration about the role of ICT in outbound OI.
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Richard, Elizabeth E., Jeffrey R. Davis, Jin H. Paik, and Karim R. Lakhani. "Sustaining open innovation through a “Center of Excellence”." Strategy & Leadership 47, no. 3 (May 9, 2019): 19–26. http://dx.doi.org/10.1108/sl-02-2019-0031.
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Purpose This paper presents NASA’s experience using a Center of Excellence (CoE) to scale and sustain an open innovation program as an effective problem-solving tool and includes strategic management recommendations for other organizations based on lessons learned. Design/methodology/approach This paper defines four phases of implementing an open innovation program: Learn, Pilot, Scale and Sustain. It provides guidance on the time required for each phase and recommendations for how to utilize a CoE to succeed. Recommendations are based upon the experience of NASA’s Human Health and Performance Directorate, and experience at the Laboratory for Innovation Science at Harvard running hundreds of challenges with research and development organizations. Findings Lessons learned include the importance of grounding innovation initiatives in the business strategy, assessing the portfolio of work to select problems most amenable to solving via crowdsourcing methodology, framing problems that external parties can solve, thinking strategically about early wins, selecting the right platforms, developing criteria for evaluation, and advancing a culture of innovation. Establishing a CoE provides an effective infrastructure to address both technical and cultural issues. Originality/value The NASA experience spanned more than seven years from initial learnings about open innovation concepts to the successful scaling and sustaining of an open innovation program; this paper provides recommendations on how to decrease this timeline to three years.
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ZHAO, XUANWEI, and ENJUN XIA. "RESEARCH ON THE OPERATION MECHANISM OF NETWORK CROWDSOURCING SYSTEM AND CONSTITUTIONS OF CROWDSOURCING CAPABILITY." International Journal of Innovation Management 20, no. 07 (August 5, 2016): 1650073. http://dx.doi.org/10.1142/s1363919616500730.
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We run through the operation mechanism of open innovation and analyse network crowdsourcing from the perspective of overall innovation system, which considers public providers, corporate requestors, network platforms and virtual crowdsourcing communities throughout the entire operation of network crowdsourcing system. By demonstrating the definition of crowdsourcing capability, we advance towards a capability-perspective for network crowdsourcing system. Crowdsourcing capability is an integrative concept, which has business requestors’ capability, network platform capability and public creativity. On this basis, we study the formation mechanism of crowdsourcing capability from the perspective of knowledge sharing and value network. Overall, it contributes to explaining operation rules of network crowdsourcing system and describing different participant’s collaborative innovation and create value together.
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Perano, Mirko, Gian Luca Casali, and Tindara Abbate. "Service Dominant Logic, Open Innovation Intermediaries and Innovative Capacities: Towards a Theoretical Framework." International Journal of Business and Management 13, no. 10 (September 7, 2018): 146. http://dx.doi.org/10.5539/ijbm.v13n10p146.
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This work stresses the centrality of the Service-Dominant Logic (S-D logic) point of view and the relationships between firm and Open Innovation Intermediary in the knowledge development process providing a conceptual framework. From an in-depth literature review on S-D logic, Open Innovation Intermediaries and firm dynamic capabilities, a development of a conceptual framework based on these research areas is provided. The framework is intended to highlight the role of customers (firms) into professional relationships with intermediaries of innovation becomes progressively significant in the innovation activities because these professional relationships increasingly become co-creators of value. Within their advanced platforms, intermediaries or brokers, encourage, promote and sustain interactions and partnerships aligned to value co-creation enterprises. This is achieved by providing a heterogeneous set of services to augment dynamic cooperation, to advance concepts or solutions for solving interdisciplinary problems and, consequently, to address an organization’s requirements for new market opportunities. Therefore, these partnerships represent a possible way to define and to improve the value cocreation actions by firms that intend to engage and to cooperate with adjunctive and integrative resources and expertise. In addition, the framework has been designed to highlight a particular domain centered on the role of each S-D Logic axioms within the innovation capabilities; and the relationship and orientation between organisation and innovation intermediary. The main findings highlight that both firms and Open Innovation Intermediaries need to develop innovative capabilities through direct and indirect relationships within the S-D logic perspective. This study is an effort towards building a conceptual framework by connecting the concepts of Open Innovation Intermediaries, dynamic capabilities and S-D logic.
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Dey, Anamika, Anil Gupta, and Gurdeep Singh. "Open Innovation at Different Levels for Higher Climate Risk Resilience." Science, Technology and Society 22, no. 3 (September 22, 2017): 388–406. http://dx.doi.org/10.1177/0971721817723242.
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With the increase in climate variability, creating knowledge networks becomes important for leveraging the embedded resilience in the communities through cross-pollination of ideas, resources and institutional linkages. Communities have developed knowledge systems around climate-mediated environmental changes since time immemorial. Some social groups have capacity to cope with stress better. They have homeostatic advantage due to either accumulated surplus (Burton, 2001, Vulnerability and adaptation to climate change in the drylands, United Nations Environment Programme) or access to institutions, technology and social networks (Adger, 2003, Social capital, collective action, and adaptation to climate change. Economic Geography, 79(4), 387–404). However, these knowledge systems often remain limited as isolated islands of expertise or small local networks resulting into asymmetries of knowledge at inter- or intra-community level. Intermediary organisations/platforms become important to bridge the gap that exists among communities within the informal sector and also between the formal and informal sectors. The platforms like the Honey Bee Network (henceforth, the Network) have been able to facilitate both horizontal exchanges, people-to-people learning and sharing, and vertical exchanges, connecting the informal actors with the formal system. The variation in different components of an Open Innovation System is studied in this article through their degree of openness in sharing, self-governance and self-regulation. We explore different activities and institutions of the Network to study the degree of openness and how they contribute to make the 26-year-old ecosystem more sustainable. We draw lessons for other institutions, organisations, communities who strive towards an autopoietic system, that is, a self-designed, self-organised and self-governed system with a feedback system from within and outside. This may make the whole innovation and knowledge ecosystem resilient in dealing with changing climatic conditions and fluctuating environment.
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Čirjevskis, Andrejs. "What Dynamic Managerial Capabilities Are Needed for Greater Strategic Alliance Performance?" Journal of Open Innovation: Technology, Market, and Complexity 5, no. 2 (June 24, 2019): 36. http://dx.doi.org/10.3390/joitmc5020036.
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Despite the rising interest in the nature of open innovation and its implications for greater strategic alliance performance, limited attention has been paid to what the dynamic managerial capabilities underpinning those processes are. Moreover, only limited research has examined how open innovation is practiced by firms working within various network forms (ecosystems, platforms, and strategic alliances) and what dynamic managerial capabilities ensure such networks’ collaborations. We need to further develop the concept of the coupled (collaborative) type of open innovation and to show how open innovation mechanisms, such as strategic alliances, are underpinned by dynamic managerial capabilities and to understand what their “micro-foundations” are. Thus, the goal of this article is to understand the role of sub-capabilities (how managers think and decide) of dynamic managerial capabilities as drivers of successful alliance performance.
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Vezzoso, Simonetta. "Android and Forking Restrictions: On the Hidden Closedness of “Open”." Market and Competition Law Review 2, no. 2 (October 1, 2018): 17–46. http://dx.doi.org/10.7559/mclawreview.2018.323.
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The Google Android Decision was announced by the European Commission on 18 July 2018. The Commission found that three restrictions related to Android and Android apps that Google imposed on mobile device manufacturers and network operators infringed Article 102 TFEU. These restrictions, according to the Commission, “have enabled Google to use Android as a vehicle to cement the dominance of its search engine”. The Android Decision is not yet public. The prohibition of Google’s tying practices on the Android platform has already attracted significant attention by early commentators, also due to the proximity to other high profile antitrust cases. Against the backdrop of the still limited information available, the article proposes some first reflections on another conduct sanctioned by the Android Decision, namely Google’s forking restriction imposed on device manufacturers. In particular, the article describes a possible reasoning underpinning Google’s anti-fragmentation justification based on the economics of two-sided platforms. This justification stems from a purely “transactional view” of platforms. The article concludes that this view is only partially suitable to provide an accurate description of complex innovation ecosystems for the purposes of competition policy enforcement.
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Cillo, Valentina, Riccardo Rialti, Bernardo Bertoldi, and Francesco Ciampi. "Knowledge management and open innovation in agri-food crowdfunding." British Food Journal 121, no. 2 (February 4, 2019): 242–58. http://dx.doi.org/10.1108/bfj-07-2018-0472.
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Purpose The purpose of this paper is to analyze the relationship between knowledge management capabilities and successful open innovation within agri-food businesses. This particular piece of research focuses on agri-food businesses which utilize crowdfunding platforms. Design/methodology/approach The research adopts a survey-based methodology, which is useful in enhancing the generalization of results. The final sample includes 80 cases for the analysis. The model and the hypotheses were tested through a hierarchical regression model. Findings This research assesses the importance of knowledge management capabilities for successful open innovation in crowdfunding for agri-food businesses. In particular, it emerged that IT-based knowledge exploitation capabilities are enablers of open innovation strategies. Additionally, it emerged that knowledge exploration capabilities can positively mediate the relationship between IT-based knowledge exploitation capabilities and open innovation in the context of agri-food businesses. Originality/value To the authors’ best knowledge, few researchers have explored this topic and, as such, there is a need to better conceptualize this intriguing phenomenon and to provide empirical evidence to support it.
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Dent, Jennifer, Katy M. Graef, and Paddy Shivanand. "Open innovation to bolster research and development for neglected and emerging infectious diseases." Journal of Medicines Development Sciences 1, no. 1 (November 17, 2016): 46. http://dx.doi.org/10.18063/jmds.2015.01.008.
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Infections remain a significant cause of disease, disability, and death in developing countries. Unfortunately, many of these infections, including centuries-old neglected diseases such as malaria and newly emerging and re-emerging diseases such as Ebola virus disease (EVD), have limited products available to prevent, diagnose, and treat them. One barrier that hinders the development of these products is neglected and emerging disease experts’ limited access to the biopharmaceutical industry’s small molecules, technologies, and know-how. Conversely, the biopharmaceutical industry’s lack of attention to and expertise in these diseases impedes the development of much-needed products. Organisations are addressing these challenges by developing platforms through which disease experts can access industry’s knowledge and assets. Strategic partnerships are applying a synergistic approach to leverage respective strengths of academia and industry. The following article describes two open innovation platforms, the Pool for Open Innovation against Neglected Tropical Diseases (POINT) and WIPO Re:Search, and two strategic, cross-sector collaborative efforts to develop therapeutics for EVD.
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Hussin, Kamarudin. "MOOCs as Disruptive Innovation in Higher Education." Asian Higher Education Chronicles 1, no. 1 (November 5, 2018): 10–12. http://dx.doi.org/10.9744/ahec.1.1.10-12.
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The advancement of technology in higher education is always perceived as a valuable innovation that create better impact to the society. The advent of the Internet for instance, has magnificently created important features in learning environment globally. Higher education community optimizes the Internet as an essential resource, communication platforms and dynamic tools in their core teaching-learning, research, consultation activities, entertainment and many others. Moreover, innovations such as mobile technology has successfully broadened access to the Internet and related online services and facilities. Higher education institutions as the hub for technology development and innovation have invested in virtual learning environment to support current needs of global population. Related to this fact, e- learning modules and contents are offered across universities, and interested learners in
public communities are benefited by this opportunity. Educators and experts in higher education institutions are delivering their knowledge, discoveries and expertise via e-learning platforms and other supported technology. Equally important, e-learning has successfully expanded opportunities for lifelong and flexible learning, and offered a solution for practical issues and increasing student numbers. As a matter of fact, e-learning has been proposed as a promising way out for many complex issues such asfunding constraints, increasing demand and access to higher education while improving quality and high impact educational provisions in many countries. While addressing these issues, higher education administrators, educators, researchers and policy makers have developed responses in various frameworks. Initiatives such as Competency-Based Online Programs, development of open source materials, flipped classroom and Massive Open Online Courses (MOOCs) have contributed towards reducing cost of higher education as well as increasing access to higher education. MOOCs technology has proven its capability to reach massive audienceof about 30,000 students at a time. Across the globe, MOOCs offer free access to online course lectures, self- paced lessons, readings, problem sets, blogs, discussion boards, peer assessment and even online discussion group platforms for global students (Leon and Price, 2016). In 2017, MOOCs offered more than 9,400 courses with more than 500 MOOC based credentials according to data gathered by Class Central. Excitingly, MOOC platforms have recorded more than 81 million learners to date (Class Central, 2017).
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Choi, Goya, Changi Nam, Seongcheol Kim, Hyun Ju Jung, and Chul Ho Lee. "Where does knowledge-sharing motivation come from? The case of third-party developer in mobile platforms." Journal of Knowledge Management 24, no. 7 (July 27, 2020): 1681–704. http://dx.doi.org/10.1108/jkm-08-2019-0449.
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Purpose In mobile platforms, an increasing number of third-party developers (developers) create new ideas and enhance their expertise through knowledge sharing on the developers’ community. Notwithstanding the importance of the sharing and its uniqueness on the mobile platform contexts, the motivational factors of sharing their knowledge on the community have been underinvestigated. Therefore, this paper aims to provide a comprehensive framework to enhance the knowledge sharing in the mobile platform context. Design/methodology/approach Based on the theory of reasoned action, this paper incorporated intrinsic and internalized extrinsic motivations with two unique features of platform environments: platform open policies and coopetitive relationships. To test, an online survey was distributed to four developer communities in Korea, two Android and two iOS communities. Findings The results show that a platform pursuing higher openness causes the developers to find higher social pressure for information sharing. The coopetitive relationship with other developers in the same platform takes dissimilar roles; reciprocity significantly increases subjective norm, while rivalry does attitude. Self-efficacy and self-development stimulate knowledge sharing. Furthermore, multilevel analysis to capture the difference between two leading mobile platforms indicates no path difference but, interestingly, shows significant mean difference between the two platforms regarding perceived openness and rivalry. Originality/value With this paper, the authors fulfill the need to understand the knowledge-sharing intention of developers in the context of mobile platforms where developers can be potential competitors or cooperators and where two platforms offer different policies and developmental environments.