Academic literature on the topic 'SME Open Innovation'
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the lists of relevant articles, books, theses, conference reports, and other scholarly sources on the topic 'SME Open Innovation.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Journal articles on the topic "SME Open Innovation"
1
Civelek, Faruk, Romit Kulkarni, Karl-Peter Fritz, Tanja Meyer, Costas Troulos, Thomas Guenther, and André Zimmermann. "Open-Eco-Innovation for SMEs with Pan-European Key Enabling Technology Centres." Clean Technologies 2, no. 4 (October 13, 2020): 422–39. http://dx.doi.org/10.3390/cleantechnol2040026.
Full textAbstract:
The project “key enabling technologies for clean production” (KET4CP), which is supported by the European Commission, has the aim to connect small and medium-sized enterprises (SME) and Technology Centres (TC) for cleaner, greener and more efficient production. Within this context, SMEs and TCs across Europe work together to establish an open-innovation network and to raise awareness in productivity and environmental performance. This article presents how an open European network of TCs opens its innovation process to support SMEs to become cleaner, greener and more efficient. Furthermore, this article shows how the TCs and SMEs become a part of the open-eco-innovation platform in clean production and how successful the open-eco-innovation process of different European countries is. We revealed that a pan-European open innovation process for eco-innovations with TCs for key enabling technologies (KET TCs) and Enterprise Europe Network partners (EEN) is a successful approach for SMEs that want to produce and develop cleaner products. An application example is mentioned, in which TCs from different European countries have contributed to developing a product of a SME for energy harvesting. The SME, together with the TCs, developed a generator that is installed in city-level water supply pipes and so, it is outstanding in its application. This innovative application is also described in this article.
2
Yun, Jinhyo Joseph, Xiaofei Zhao, KyungBae Park, and Lei Shi. "Sustainability Condition of Open Innovation: Dynamic Growth of Alibaba from SME to Large Enterprise." Sustainability 12, no. 11 (May 27, 2020): 4379. http://dx.doi.org/10.3390/su12114379.
Full textAbstract:
Research Question: Open innovation and the open business model exaggerate complexity (a transaction cost) in addition to the realization of emergence and its lock-in. Within a short period, Alibaba has become one of the global top e-commerce companies with several open innovation business models. Our research question was: “How could Alibaba become a global top e-commerce company in China in such a short time?” Research Method: We chose a deep interview method, participatory observation, and meta-analysis to answer this research question. Research Result: Alibaba has applied global, creative e-commerce business models through open innovation in a short time. In addition, it has overcome complexity—i.e., the cost of open innovation and the force that breaks down a company—through an open innovation-friendly culture. This is a “Jack-Ma style consumer confidence and new Guanxi culture”, a new and strong Chinese corporate culture. Alibaba has also undergone the expansion of its open business model feedback loop platform. This study investigated the expanded open business model feedback loop platform, the continuously strengthened open-innovation-friendly culture, and complexity, with the latter being the cost of open innovation, which was controlled by an open-innovation-friendly culture and open business model feedback loop.
3
Albats, Ekaterina, Allen Alexander, Maral Mahdad, Kristel Miller, and Ger Post. "Stakeholder management in SME open innovation: interdependences and strategic actions." Journal of Business Research 119 (October 2020): 291–301. http://dx.doi.org/10.1016/j.jbusres.2019.07.038.
Full text
4
N.K. Saunders, Mark, David E. Gray, and Harshita Goregaokar. "SME innovation and learning: the role of networks and crisis events." European Journal of Training and Development 38, no. 1/2 (December 20, 2013): 136–49. http://dx.doi.org/10.1108/ejtd-07-2013-0073.
Full textAbstract:
Purpose – The purpose of this paper is to contribute to the literature on innovation and entrepreneurial learning by exploring how SMEs learn and innovate, how they use both formal and informal learning and in particular the role of networks and crisis events within their learning experience. Design/methodology/approach – Mixed method study, comprising 13 focus groups, over 1,000 questionnaire responses from SME managers, and 20 case studies derived from semi-structured interviews. Findings – SMEs have a strong commitment to learning, and a shared vision. Much of this learning is informal through network events, mentoring or coaching. SMEs that are innovative are significantly more committed to learning than those which are less innovative, seeing employee learning as an investment. Innovative SMEs are more likely to have a shared vision, be open-minded and to learn from crises, being able to reflect on their experiences. Research limitations/implications – There is a need for further process driven qualitative research to understand the interrelationship between, particularly informal, learning, crisis events and SME innovation. Practical implications – SME owners need opportunities and time for reflection as a means of stimulating personal learning – particularly the opportunity to learn from crisis events. Access to mentors (often outside the business) can be important here, as are informal networks. Originality/value – This is one of the first mixed method large scale studies to explore the relationship between SME innovation and learning, highlighting the importance of informal learning to innovation and the need for SME leaders to foster this learning as part of a shared organisational vision.
5
Ahmed, Sahrish, Hasliza Abdul Halim, and Noor Hazlina Ahmad. "Open and Closed Innovation and Enhanced Performance of SME Hospitals—A Conceptual Model." Business Perspectives and Research 6, no. 1 (September 8, 2017): 1–12. http://dx.doi.org/10.1177/2278533717722661.
Full textAbstract:
Small and medium hospitals account for 70 percent of private hospitals in India. They account for some 40 percent of the total number of beds and cater to both rural and urban populations. However, despite its prevalence, the performance of small private hospitals is sub-standard leading to many questions regarding the efficiency of its operations. Despite having operated for a long time, there is a dearth of literature regarding the performance of small and medium hospitals in India. Recent innovation practices like open innovation have been used successfully in small and medium enterprises in the manufacturing and service industries and are regarded as a useful tool for improving firm performance. However, after a thorough review of the literature, and upon considering the uniqueness of the medical care industry, the authors argue that closed innovation practices would also play an important role in improving the performance of small and medium hospitals. This research conceptualized a model based on principles of open and closed innovation that could be used to enhance the performance of small and medium hospitals.
6
Hervas-Oliver, Jose-Luis, Francisca Sempere-Ripoll, Carles Boronat-Moll, and Sofia Estelles-Miguel. "SME open innovation for process development: Understanding process-dedicated external knowledge sourcing." Journal of Small Business Management 58, no. 2 (December 17, 2019): 409–45. http://dx.doi.org/10.1080/00472778.2019.1680072.
Full text
7
Salvador, Elisa, Francesca Montagna, and Federica Marcolin. "Clustering recent trends in the open innovation literature for SME strategy improvements." International Journal of Technology, Policy and Management 13, no. 4 (2013): 354. http://dx.doi.org/10.1504/ijtpm.2013.056788.
Full text
8
Baporikar, Neeta, and Sigried Shikokola. "Enhancing Innovation Adoption to Boost SMEs Performance." International Journal of Innovation in the Digital Economy 11, no. 1 (January 2020): 1–20. http://dx.doi.org/10.4018/ijide.2020010101.
Full textAbstract:
SMEs contribute to economic growth, employment and thereby reduce poverty. Hence, they are considered as an engine of growth, especially in the developing countries like Namibia. The other reason is they aid promotion of entrepreneurship, innovative activities enhance competition, productivity and economic growth. Adopting a qualitative approach, this study investigated the influence of innovation on SME performance and how enhancing innovation adoption will boost SMEs performance in the Khomas Region, Namibia. Primary data was collected through open and closed-ended questionnaire, distributed to 20 SME owners by means of purposive sampling method and content analysis done. Findings reflect that innovation is an important element of every organization as it had major influence on performance. Besides, innovative enterprises showed better growth. The recommendations include that the Government of Namibia consider strong financial and mentor-ship support through strategic measures, like business incubators so as to augment and sustain SMEs positive performance.
9
SONG, HUA, SIJIE CHEN, and ANIRBAN GANGULY. "INNOVATIVE ECOSYSTEM IN ENHANCING HI-TECH SME FINANCING: MEDIATING ROLE OF TWO TYPES OF INNOVATION CAPABILITIES." International Journal of Innovation Management 24, no. 02 (April 18, 2019): 2050017. http://dx.doi.org/10.1142/s1363919620500176.
Full textAbstract:
With the development of technological innovation and global economic integration, high-tech enterprises across the world have formed numerous innovation ecosystems with similar natural ecological characteristics. As a result, competition has shifted from single enterprise to supply chain network, and ultimately, to innovation ecosystem, which involves more participants and roles across multiple industries. The current study distinguished two innovation capabilities (internal innovation potential and collaborative open innovation), and two sources of innovation capabilities (internal integration and external integration) along with discussing the specific relationships among integration activities, innovation capabilities, and Hi-tech SMEs’ financing performance. It further explored how interactions between within and cross firm-boundary activities and collaboration exert influence on SMEs’ financing performance and manifested the importance of external collaborative networks to the competitiveness of SMEs.
10
Agostini, Lara, Anna Nosella, and Benedetta Soranzo. "Measuring the impact of relational capital on customer performance in the SME B2B sector." Business Process Management Journal 23, no. 6 (November 6, 2017): 1144–66. http://dx.doi.org/10.1108/bpmj-10-2016-0205.
Full textAbstract:
Purpose The purpose of this paper is to investigate the influence that different components of relational capital (marketing capability, open innovation with business and scientific partners, technological reputation, brand) have on customer performance (CP). Moreover, the moderating effect of absorptive capacity on such relationships is tested. Design/methodology/approach First, the direct relationship between the different components of relational capital and CP is analyzed through a linear regression model. Then, to test the moderating effect, two distinct regression analyses are conducted into two sub-samples, defined according to the level of absorptive capacity. The authors carried out these analyses on a sample of 150 small- and medium-sized enterprises (SMEs) in the medium- and high-tech B2B context. Findings Results of this study prove that CP is enhanced through firm marketing capability, open innovation with business partners and technological reputation, while brand and open innovation with scientific partner do not have an association with CP. In particular, the impact of marketing capability and open innovation with business actors on CP is greater for firms with higher absorptive capacity. Research limitations/implications This paper, highlighting the relevance of relational capital and absorptive capacity in improving CP, enhances our knowledge about the factors that help to strengthen the relationships with customers, which is an under-investigated issue especially for SMEs competing in B2B industries, and extends our knowledge on open innovation practices. Practical implications Findings of this paper suggest that, to achieve better CP, managers should pay special attention to nurturing their marketing capability and high-quality relationships with external actors and invest in absorptive capacity to enhance the positive effect of such linkages. Originality/value This work, combining the external perspective of relational capital and the internal organizational dimension of absorptive capacity, provides valuable insights about the knowledge and resource mix that firms might rely on to achieve better customer satisfaction and loyalty.
Dissertations / Theses on the topic "SME Open Innovation"
1
Kuhakarn, Ravinda. "Open Innovation Activity for Product Development in SMEs." Thesis, KTH, Affärsutveckling och Entreprenörskap, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-97928.
Full textAbstract:
Open innovation opens up organizational boundaries so that a company can use and combine internal and external knowledge to develop and commercialize its own innovations, and can take its internal knowledge to market through external channels to generate additional value. There are many studies on large companies that use open innovation in order to develop their products, and keep up with rapid economic changes which affect their businesses. However there are not many studies on small- and medium-sized enterprises (SMEs) in terms of open innovation. SMEs are crucially important in global economy and innovation. They account for a large proportion in the global economy and create a large number of employment opportunities. They are more innovative than larger companies due to their flexibility and ability to quickly and efficiently integrate inventions created by their development activities. Nonetheless they lack of resources and appropriate structures. Accordingly innovation processes and strategies used for product development by large companies may not be appropriate for them. This study examines if SMEs should adopt open innovation activities for their product development and suggests that SMEs should adopt open innovation activities as complementary approaches to their internal R&D for their product development.
2
Abouzeedan, Adli. "SME Performance and Its Relationship to Innovation." Doctoral thesis, Linköpings universitet, Institutionen för ekonomisk och industriell utveckling, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-71349.
Full textAbstract:
Current SME performance models suffer from a number of disadvantages. The models use intensively a business ratio approach, they look at SMEs as a homogenous group, they consider firms to be closed systems, they do not directly incorporate the impact of an enterprise’s innovation activities, and finally they are complex and rely on sophisticated statistical refining methods making them unpractical to use by SME managers. There are four major challenges when one tries to build SME performance models that lack these deficiencies. The first challenge is that the desired performance evaluation model must optimally incorporate both quantitative and qualitative input. The second challenge is that the model must incorporate non-financial input parameters, such as firm size and age (among others), in the performance evaluation models. The third is that the model must consider the variety of SMEs as concerns their business sectors, nationalities, sizes, and ages. The final challenge is that the model must be able to utilize existing limited information available from the SMEs bookkeeping practices in an optimal way. The thesis addresses three questions related to constructing a better SMEperformance model, namely (1) What are the advantages and disadvantages of the existing models used in evaluating SME performance? (2) What characterizes a comprehensive model for measuring SME performance with acknowledgement of the firm’s innovation activities? (3) How can a firm’s innovation activities be enhanced in relation to the firm’s external environment? To construct a model that copes with these challenges, I used a literature-based selection of parameters as well as a theory-based selection. I used both a conceptual approach and an empirical approach to discuss and propose a model, the Survival Index Value (or SIV) model, as an alternative to the existing performance models for SMEs. The major contributions of this thesis to the field of SME performance can be summarized in three outcomes: the SIV model as a new model of SME performance evaluation, the ASPEM as a new tool for strategic utilization of SME performance models, and a new approach to account for innovation in relation to the external environment of the firm using the IBAM tool. The work adds to the theory of the firm, as it presents a new way of evaluating firm performance. It also contributes to bridging the theory of the firm to organizational theory, by elevating the significance of networking and its impact on SME efficiency.
3
Al-Delemi, Rend, and Hakim Hoda Al. "Utveckling av en fixtur genom Open Innovation." Thesis, Mälardalens högskola, Akademin för innovation, design och teknik, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-55151.
Full textAbstract:
Introduction: The introduction aims to provide a background to the case company, what Open Innovation (OI) is and how the concept is used in producing companies that are large and SME, as well as a brief description of what a fixture can look like. Purpose and issues: The purpose and goal of this study is to develop a permanent fixture for milling machines that will cut different articles into different lengths to save time and money. Since the case company uses this study as an OI strategy, the purpose is also to investigate why producing companies use OI in the development of products and what risks it may entail.Based on the purpose of the study, two questions were formulated: RQ1: What are the main reasons that producing companies use OI in their product development process and what risks may occur using OI? RQ2: Can a generic product development process, if possible, be applied when developing a fixture for milling machines through OI? In such case, what steps are applicable in this study? Approach and method: A case study was performed at a company and data was collected through literature studies, observations, and semi- and unstructured interviews. The literature study was collected to link the collected theoretical data with the results and was taken from books and scientific articles. The product development process was performed by following the theoretical frame of reference. Results: The respondents use OI for external input to develop the technology and utilize external knowledge. The concept is used to make the innovation process progress. The respondents have experienced positive results from using OI, but it has also entailed certain risks. Students are often used as an OI strategy to carry out student thesis and projects at companies.A fixture was developed following a generic product development process and a 3D CAD model of the product solution was developed. The phases product planning, concept development, development at system level and detailed development were completed to develop a solution to the problem that the case company experienced. Conclusions: The conclusions that can be drawn in this study are that OI is recommended to be used in producing companies to continue to develop even though it may involve risks.A fixture was created based on the requirements and goal specifications that the case company had, with a solution to the problem that existed. The fixture that was developed can be manufactured economically and practically and can save the fall company time and money. Keywords: Open Innovation, Open Innovation risks, reasons for Open Innovation, SME Open Innovation, large companies Open Innovation, product development, concept development, product design, concept design, fixture design, product development process.Introduktion: Introduktionen syftar till att ge en bakgrund till fallföretaget, vad Open Innovation (OI) är och hur konceptet används i producerande företag som är stora och SME, samt en kort beskrivning av hur en fixtur kan se ut. Syfte och frågeställningar: Syftet och målet med denna studie är att utveckla en permanent fixtur till fräsmaskiner som ska skära olika artiklar i olika längder för att spara tid och pengar. Eftersom fallföretaget använder denna studie som en OI-strategi är syftet även att undersöka varför producerande företag använder OI vid utvecklingsarbeten och vilka risker det kan medföra. Utifrån studiens syfte formulerades två frågeställningar: FF1: Vilka är de främsta orsakerna till att producerande företag använder OI i deras produktutvecklingsprocess och vilka risker kan förekomma genom användning av OI? FF2: Kan en generisk produktutvecklingsprocess om möjligt tillämpas vid framtagning av en fixtur till fräsmaskinergenom OI? Vilka steg är i sådana fall tillämpbara i denna studie? Ansats och metod: En fallstudie utfördes på ett företag och data samlades in genom litteraturstudier, observationer, samt semi-och ostrukturerade intervjuer. Litteraturstudien samlades in för att kunna koppla den insamlade teoretiska data med resultatet, och hämtades från böcker och vetenskapliga artiklar. Produktutvecklingsprocessen utfördes genom att följa den teoretiska referensramen. Resultat: Respondenterna använder OI för extern input för att utveckla tekniken och utnyttja extern kunskap. Konceptet används för att få innovationsprocessen att fortskrida. Respondenterna har upplevt positiva resultat av att använda OI, men det har även medfört vissa risker. Studenter används ofta som en OI-strategi för att utföra studentarbeten och projekt hos företag. En fixtur utvecklades genom att följa en generisk produktutvecklingsprocess och en 3D CAD-modell av produktlösningen utvecklades. Faserna produktplanering, konceptutveckling, utveckling på systemnivå och detaljutveckling fullföljdes för att ta fram en lösning till problemet som fallföretaget upplevde. Slutsatser: Slutsatserna som kan dras i denna studie äratt OI rekommenderas att användas i producerandeföretag för att fortsätta utvecklas även fast det kan medföra risker. En fixtur skapades utifrån de krav-och målspecifikationerna som fallföretaget hade, med en lösning till problemet som fanns. Fixturen som utvecklades kan tillverkas ekonomiskt och praktiskt och kan bespara fallföretaget tid och pengar.
4
Graf, Maximilian, and Alexandra Scholz. "Intermediaries as Facilitators of Open Innovation : A case study on Science Park Jönköping’s SME network." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Företagsekonomi, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-35841.
Full textAbstract:
Background: Open innovation is a recently discussed concept, which contrasts the traditional way of innovating. After several large companies have already adopted this approach successfully, the academic debate continues about possible application of this concept for SMEs. Moreover, current literature highlights the importance of intermediated networks to support open innovation among these SMEs. Purpose: This study determines in what way intermediaries act as facilitators for open innovation in SME networks. The literature suggests several different functions that intermediaries execute, without being clear about the connection to open innovation. Therefore, we critically examined Science Park Jönköping as a potential facilitator for open innovation. Method: We conducted a single-case study on Science Park Jönköping’s SME network and collected qualitative data through in-depth interviews. The analysis of the data includes interpretations of the codes of the interviews as well as aggregations of these codes in an inductive way. Conclusion: Our study differentiates between two service levels Science Park Jönköping provides. Regarding the in-house environment, we conclude that intermediaries facilitate open innovation among SMEs through providing a supportive environment based on geographical proximity. As far as the networking projects are concerned, we conclude that regional intermediaries might be hindered to facilitate open innovation among SMEs due to the characteristic of their networks.
5
Adelhelm, Silvia, Andreas Braun, Elisabeth Müller, and Gergana Vladova. "Philo : PharmaInnovationsLotse ; ihr Weg zum erfolgreichen Open Innovation Management." Universität Potsdam, 2011. http://opus.kobv.de/ubp/volltexte/2011/5089/.
Full textAbstract:
Vorliegender Leitfaden ist eines der Ergebnisse des Forschungsprojekts „Open Innovation in Life Sciences“ (OIL), das von Mai 2008 bis April 2011 an der Universität Potsdam durchgeführt wurde. Er nimmt für sich in Anspruch, gerade Innovationsmanager in kleinen und mittleren Unternehmen (KMU) der Pharmaindustrie bei der Einführung des Open Innovation Managements zu unterstützen.
Zielsetzung des Forschungsprojekts war es, (1) die Chancen und Risiken von Open Innovation unter besonderer Berücksichtigung der Anforderungen von Pharma-KMU zu analysieren und (2) daraus abgeleitet ein Konzept zur Implementierung von Open Innovation bei Pharma-KMU zu entwickeln.
Der Ausgangspunkt des Projektes war die Erkenntnis, dass die Life Sciences-Branche im Allgemeinen und die Pharmaindustrie im Besonderen durch eine steigende Komplexität der Innovationsprozesse und eine zunehmende Tendenz zu Kooperationen gekennzeichnet ist. Vor diesem Hintergrund eröffnet gerade der Open Innovation-Ansatz für die Pharmabranche neue Gestaltungs- und damit Wachstumsmöglichkeiten. Open Innovation – definiert als die planvolle Öffnung der Innovationsprozesse und die strategische Einbindung des Unternehmensumfelds – wird dabei als zentraler Erfolgsfaktor für die Innovationsfähigkeit beschrieben.The job title of innovation manager is a comparatively new phenomenon in innovation management. The field of responsibility spans the entire innovation process, from fundamental research, development and production, until the market launch. The competencies include technology, product, service and market orientation, and an innovation manager should have skills in both the strategic as well as the operational sphere. They direct the innovation process, cultivate both internal and external contacts and organise the communication of all persons involved. It is self-evident that these tasks – particularly in the pharmaceutical industry with its complex and long-term processes – present a considerable challenge for every innovation manager. With this in view, the following guidelines are directed primarily at innovation managers in medium sized pharmaceutical companies. The guidelines convey the knowledge and tools that enable the development of market and customer oriented products and services in the pharmaceutical industry from the very start. By means of images and descriptions it demonstrates which steps should be followed from idea generation, to project realization, until the market launch. The centerpiece is formed by the division of the innovation process into manageable, clearly defined phases, specifically tailored for the pharmaceutical industry. The guidelines particularly focus on the question of how customers, suppliers, competitors, etc. can be integrated into this process. This approach – termed open innovation in innovation management – when applied as a deliberate strategy, has the potential to reduce the costs of development and to raise the speed of passage of projects.
6
Pommerening, Sebastian, and Wawi Bara Al. "Factors and Drivers of Partner Selection and Formation within Open Innovation in SMEs : Study on SMEs in Manufacturing Sector in Sweden." Thesis, Högskolan i Jönköping, Internationella Handelshögskolan, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-35860.
Full textAbstract:
Background: To stay competitive and efficient on a global market, firms have to generate new products and service ideas using closed or open innovation processes. Open innovation activities emerge from both internal and external innovative resources and while SMEs could and do adopt a variation of innovation models, they tend to adopt open innovation activities. Collaboration is one of the most important factors of open innovation and SMEs collaborate to enhance their internal innovation activities and outcomes, as it provides them access to complementary assets and technologically knowledge. However, the literature is not clear as to how SME decide on prospect partners." Purpose:The overall purpose of this thesis is to map the structure of the decision-making process of SMEs regarding partner selection at the early stage of technology exploration (R&D stage) within open innovation and new product development. Method:The approach of this study is a qualitative research method with an abductive inspired research approach. The data are collected through interview study. A Theory Driven Thematic Analysis technique is used to analyse the data. The respondents are found by nonprobability sampling in form of purposive sampling. Findings:Our findings show that SMEs managers, R&D managers, and CEOs who participated within this research consider many practical factors that drive their decision making process regarding partner selection. The main goal they try to achieve when choosing partners is to build collaborations with: the highest quality of outcomes, most cost-effective activities, and most time-effective processes. Conclusion:SMEs, within our sample, do not follow a specific or pre-written strategies when choosing partners. Moreover, SMEs managers prefer to innovate internally without collaborations if they had the needed resources. If SMEs manager had to collaborate, they search for existing partners. However, if they had no existing partners to fulfil the needed resources, they search for new partners
7
Davidson, Bethany A. "Open Innovation in Small and Medium-Sized Enterprises: Executive and Employee Perception of Processes and Receptiveness." Antioch University / OhioLINK, 2018. http://rave.ohiolink.edu/etdc/view?acc_num=antioch1540891008375446.
Full text
8
Pillon, Elodie. "Expliquer l'adoption des pratiques d'innovation ouverte des PME par les caractéristiques stratégiques, organisationnelles et environnementales." Thesis, Normandie, 2021. http://www.theses.fr/2021NORMC001.
Full textAbstract:
L’objectif de cette recherche est d’expliquer l'adoption des pratiques d'innovation ouverte par les PME en explorant les caractéristiques stratégiques, organisationnelles et environnementales des PME. Nous posons tout d’abords les fondements théoriques nécessaires à la compréhension du concept d’innovation ouverte et fournissons une meilleure compréhension de sa spécificité dans le contexte de la PME. Nous utilisons ensuite un processus d'analyse documentaire pour identifier vingt-deux déterminants, trois stratégiques d’innovation et onze pratiques d'innovation ouverte et proposer un modèle intégratif pour l'adoption de l'innovation ouverte dans les PME qui lie les caractéristiques stratégiques, organisationnelles et environnementales aux pratiques d’innovation ouverte. Après avoir justifié nos choix épistémologiques et méthodologiques, à savoir le choix d’une démarche hypothético-déductive ancrée dans un positionnement réaliste critique et une méthodologie quantitative nous vérifions l’existence d’un lien statistiquement significatif entre les caractéristiques organisationnelles, stratégiques et environnementales des PME Normandes et l’adoption des pratiques d’innovation ouverte. Nos résultats montrent que l’exploitation n’est pas corrélée aux pratiques d’innovation ouverte et que l’ambidextrie est positivement corrélée aux pratiques d’innovation ouverte. Cependant, l’exploration n’est pas corrélée aux pratiques d’innovation ouverte puisque seule la co-conception est négativement corrélée à la stratégie d’exploitation et seul le capital venture est négativement corrélé à la stratégie d’exploitation et positivement corrélé à l’ambidextrie. D’autres régressions logistiques simples et multiples ont ensuite permis d’identifier les principales variables organisationnelles et environnementales expliquant le recours aux différentes pratiques d’innovation ouverte. Les résultats révèlent que les déterminants structurels et extra-organisationnels sont liés aux trois logique d’innovation ouverte, que les déterminants inter-organisationnels sont significativement corrélés aux pratiques d’outside-in et de coupled process mais d’inside-out. Les déterminants environnementaux sont significativement corrélés aux pratiques de coupled process et d’inside-out, mais pas d’outside-in. Les résultats montrent que les caractéristiques organisationnelles et environnementales sont significativement corrélées aux pratiques d’innovation ouverte adoptées par les PME. Pour finir nous avons réalisé une classification qui a fait apparaître trois groupes de PME : un groupe de PME dites innovatrices fermées, qui pratiquent peu l’innovation ouverte, un groupe de PME dites innovatrices d’acquisition qui cherchent à enrichir leur processus de R&D par l’achat de ressources externes, et le groupe des PME innovatrices interactives qui favorisent la collaboration entre différents acteurs pour aboutir à une innovation conjointe. Finalement, d’un point de vue théorique, ce travail doctoral nous a permis de synthétiser les connaissances portant sur l’innovation ouverte dans les PME, de construire un modèle intégrant à la fois les pratiques d’innovation ouverte et les caractéristiques stratégiques, organisationnelles et environnementales des PME et d’identifier trois groupes de PME ayant des profils distincts en terme d’adoption de pratiques d’innovation ouverte. D’un point de vue managérial, nos travaux permettent de sensibiliser les décideurs sur les différentes combinaisons favorisant ou freinant l’adoption de l’innovation ouverte et donnent la possibilité aux dirigeants de choisir les éléments les plus appropriés pour leur PME en termes de pratiques d’innovation ouverte en fonction de la combinaison de leurs caractéristiques stratégiques, caractéristiques organisationnelles et caractéristiques environnementalesThe objective of this research is to explain the adoption of open innovation practices by SMEs by exploring the strategic, organisational and environmental characteristics of SMEs. We first of all lay the theoretical foundations for understanding the concept of open innovation and provide a better understanding of its specificity in the SME context. We then use a literature review process to identify twenty-two determinants, three innovation strategies and eleven open innovation practices and propose an integrative model for the adoption of open innovation in SMEs that links strategic, organisational and environmental characteristics to open innovation practices. After having justified our epistemological and methodological choices, namely the choice of a hypothetico-deductive approach anchored in a critical realistic positioning and a quantitative methodology, we verify the existence of a statistically significant link between the organisational, strategic and environmental characteristics of Norman SMEs and the adoption of open innovation practices. Our results show that exploitation is not correlated with open innovation practices and that ambidextrousness is positively correlated with open innovation practices. However, exploration is not correlated with open innovation practices since only co-design is negatively correlated with exploitation strategy and only venture capital is negatively correlated with exploitation strategy and positively correlated with ambidextrous. Other simple and multiple logistic regressions then identified the main organisational and environmental variables explaining the use of different open innovation practices. The results reveal that the structural and extra-organisational determinants are linked to the three open innovation logics, and that the inter-organisational determinants are significantly correlated to outside-in and coupled process but inside-out practices. The environmental determinants are significantly correlated to the practices of coupled process and inside-out, but not outside-in. The results show that organisational and environmental characteristics are significantly correlated with the open innovation practices adopted by SMEs. Finally, a classification was carried out which revealed three groups of SMEs: a group of so-called closed innovative SMEs, which do not practise open innovation much, a group of so-called acquisition innovative SMEs, which seek to enrich their R&D process by purchasing external resources, and the group of interactive innovative SMEs, which promote collaboration between different actors to achieve joint innovation. Finally, from a theoretical point of view, this doctoral work has enabled us to synthesise knowledge on open innovation in SMEs, to build a model integrating both open innovation practices and the strategic, organisational and environmental characteristics of SMEs and to identify three groups of SMEs with distinct profiles in terms of the adoption of open innovation practices. From a managerial point of view, our work raises awareness among decision-makers on the different combinations favouring or hindering the adoption of open innovation and gives managers the possibility to choose the most appropriate elements for their SME in terms of open innovation practices according to the combination of their strategic characteristics, organisational characteristics and environmental characteristics
9
Hitchen, Emma L. "Open Innovation in SMEs." Doctoral thesis, Universitat de Vic - Universitat Central de Catalunya, 2017. http://hdl.handle.net/10803/458437.
Full textAbstract:
This thesis focuses on the use of open innovation in SMEs. Open innovation helps to explain how small firms with fewer resources are able to successfully compete against larger firms. This work begins with a literature review, which analyses a decade of research into the topic, and provides a framework to categorise the barriers to open innovation in SMEs. The most frequent barriers found originate within the firm, at an organisational and cultural level. Following this is a quantitative study into the use of IPR, namely patents, industrial designs, trademarks and copyrights, in SMEs. A key result is that SMEs do not benefit from IP in the same way as large firms, and that they profit from IPR in different ways, depending on the size and corresponding IPR. The final part of this thesis comprises a qualitative study of the combined use of social media and open innovation in SMEs.Aquesta tesi se centra en l'ús de la innovació oberta a les PIME. La innovació oberta explica com petites empreses amb menys recursos poden competir amb èxit contra empreses més grans. Aquest treball comença amb una revisió de la literatura, que analitza una dècada d'investigació sobre el tema, i proporciona un marc per categoritzar les barreres a la innovació oberta ens les PIME. Les barreres més freqüents s’originen dins l'empresa, a nivell organitzatiu i cultural. La següent part és un estudi quantitatiu sobre l'ús de la propietat intel·lectual, és a dir, patents, dissenys industrials, marques registrades i drets d'autor, a les PIME. Un resultat clau és que les pimes no es beneficien de la PI de la mateixa manera que les empreses grans, i que es beneficien dels drets de PI de diferents maneres, depenent de la mida i els drets de PI corresponents. La part final d'aquesta tesi comprèn un estudi qualitatiu de l'ús combinat dels mitjans de comunicació social i la innovació oberta a les PIME.
10
Qureshi, Nouman Ahmed. "How Entrepreneurs are Managing Open Innovation in SMEs." Thesis, Högskolan i Halmstad, Akademin för ekonomi, teknik och naturvetenskap, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-36957.
Full textAbstract:
It is these days very consistent for Small and Medium Enterprises (SMEs) to participate in open innovation activities to battle the internal and external difficulties they are confronting, for example, less resources for R&D, constrained financial resources and specialized abilities, fewer production facilities and distribution channels and so on. Studies demonstrate that open innovation encountered a quick increase in recent years. As of late researchers have additionally indicated distinct interest in research on SMEs whereas in past research large companies were the focus. The focus of the thesis is to highlight how SMEs solve their shortage of scare resources by engaging into open innovation activities. Two SMEs from various regions, to be specific Pakistan and the United Kingdom, were chosen as research cases for the thesis. Interviews have been utilized as a primary method for data collection. Despite of certain limitations, the research was successfully concluded with imperative findings with the suggestions and practices of open innovation utilized by SMEs. Finding from the thesis demonstrate that entrepreneurs in view of their individual attributes perceived the value of the opportunity and well-spoken the thought into a successful product. Their most vital entrepreneurial qualities are quick basic leadership, risk taking capacity and innovativeness in discovering answers for issues. Both entrepreneurs were effective in sorting out and managing the open innovation process and overwhelm the liabilities of being small. In both cases, entrepreneurs must have utilized external resources to satisfy the absence of their internal resources such as technology exploration innovation strategy and through building and dealing with their innovation network. The result of the research demonstrates that the achievement of the entrepreneurs of how an entrepreneur deals with the business is not simply based on his aptitudes and abilities, however it additionally relies upon the type of innovation procedure which entrepreneurs incorporates within the organization. While organizing and managing the open innovation process there were many difficulties that both entrepreneurs needed to face to make their SMEs successful. Although few differences emerge when the both CEO’s adopted open innovation activities.
Books on the topic "SME Open Innovation"
1
SMEs and open innovation: Global cases and initiatives. Hershey, PA: Business Science Reference, 2012.
Find full text
2
Cases on SMEs and open innovation: Applications and investigations. Hershey, PA: Information Science Reference, 2012.
Find full text
3
Bandini, Gianfranco, ed. Manuali, sussidi e didattica della geografia. Florence: Firenze University Press, 2012. http://dx.doi.org/10.36253/978-88-8453-958-8.
Full textAbstract:
This publication is comprised within a recent strand of studies devoted to scholastic culture, understood as an original and complex form of mediation between academic and popular culture. The history of scholastic disciplines is actually one of the most innovative and interesting sectors of the social history of education, and also links up with similar initiatives in other academic sectors, even at international level. These include studies on scholastic and educational publishing, the history of professional associations in the area of geography and cartography (both local and national), and on possible interactions between classical geographical studies and technological applications (digital history and geography). The study of geography teaching, in particular, is extremely useful and significant for analysing: the structure, functioning and changes in scholastic culture; the contribution it made at the time of foundation and consolidation of the Italian State and at other times of political and cultural discontinuity and, finally, the tormented relations of scholastic geography with numerous aspects of an ideological nature and related to the building of Italian identity. From a methodical and historical aspect, the approach of this book is distinctly interdisciplinary: it involves specialists from scientific communities that differ in their origins and current structure, but share the same argument of study and the wish for open exchange. The various contributions seek to highlight the close interrelations between past and present in geography, never severing the links between current and historic study, between the educational and operational concerns of today and those of yesterday. Rather, they underscore the importance and advantages of a historic perspective, which can supply useful keys for interpreting the moments of discontinuity and the (ideal and operational) tensions that have distinguished geographical culture, both scholastic and academic. Rassegna stampa: La Vita Scolastica Rivista n. 5 Dicembre 2013
4
Vanhaverbeke, Wim. Researching Open Innovation in SMEs. World Scientific Publishing Co Pte Ltd, 2018.
Find full text
5
Vanhaverbeke, Wim. Managing open innovation in SMEs. 2017.
Find full text
6
Vanhaverbeke, Wim, Federico Frattini, Nadine Roijakkers, and Muhammad Usman. Researching Open Innovation in SMEs. WORLD SCIENTIFIC, 2017. http://dx.doi.org/10.1142/10733.
Full text
7
Chesbrough, Henry. Open Innovation Results. Oxford University Press, 2019. http://dx.doi.org/10.1093/oso/9780198841906.001.0001.
Full textAbstract:
Open Innovation Results challenges conventional thinking about exponential technologies, and probes the deeper factors necessary to obtain economic and social value from technology. It shows that generating technology alone is insufficient: the technology must also be broadly disseminated, and then absorbed and put to work before its full value is realized. The same is true with Open Innovation. It is not enough to do pilots or proofs-of-concept in your innovation unit. Your innovation results must be broadly shared throughout the organization, across the siloes, and the businesses themselves must invest in time, money, and people to absorb the new innovation and take it to market. Open Innovation Results also provides the latest research and practices involving open innovation, discussing both the achievements and failures of putting open innovation to work. The book looks at innovation practices (Lean Startup, incubators, accelerators) in a variety of industries (consumer products, IT, telephony, pharmaceuticals), and in a variety of countries (US, EU, China) around the world.
8
Ben-Haim, Yakov. Innovation Dilemmas: Examples. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780198822233.003.0002.
Full textAbstract:
Innovation dilemmas come in myriad forms, arising from the human potential for discovery and invention. These innovations are attractive, and promise to be improvements. However, they are distilled from the endless unknown and are accompanied by considerable uncertainty, so their promise may be illusory. This chapter examines a range of innovation dilemmas, selected for their diversity; some are concrete and technological, others abstract and conceptual. We consider e-reading and its uncertain implications for young readers; military hardware and development of the Messerschmidt jet fighter plane; bipolar disorder and pregnancy; disruptive technology and the manager’s innovation dilemma; agricultural productivity and world hunger; military intelligence and foresight; and controlling an invasive biological pest that perhaps is neither invasive nor a pest. Finally, we discuss the habit of open-mindedness, which is both desirable but also sometimes an innovation dilemma.
9
West, Joel, and Jonathan Sims. How Firms Leverage Crowds and Communities for Open Innovation. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780198816225.003.0004.
Full textAbstract:
There are many similarities in how firms pursuing an open innovation strategy can utilize crowds and communities as sources of external innovation. At the same time, the differences between these two network forms of collaboration have previously been blurred or overlooked. In this chapter, we integrate research on crowds and communities, identifying a third form—a crowd–community hybrid—that combines attributes of both. We compare examples of each of these three network forms, such as open source software communities, gated contests, crowdsourcing tournaments, user-generated content, and crowd science. We then summarize the intrinsic, extrinsic, and structural factors that enable individual and organizational participation in these collaborations. Finally, we contrast how these collaborative forms differ regarding their degree of innovativeness and relevance to firm goals. From this, we identify opportunities for future research on these topics.
10
Viscusi, Gianluigi, and Christopher L. Tucci. Three’s a Crowd? Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780198816225.003.0003.
Full textAbstract:
According to conventional wisdom on crowdsourcing, the number of people defines the crowd and maximization of this number is often assumed to be the goal of any crowdsourcing exercise. However, some structural characteristics of the crowd might be more important than the sheer number of participants. These characteristics include (1) the growth rate and its attractiveness to members, (2) equality among members, (3) density within provisional boundaries, (4) goal orientation of the crowd, and (5) “seriality” of the interactions between members. Therefore, a typology is proposed that may allow managers to position their companies’ initiatives among four strategic types for driving innovation: crowd crystals, online communities, closed crowds, and open crowds. Incumbent companies may prefer closed and controlled access to the crowd, limiting the potential for gaining results and insights from fully open crowd-driven innovation initiatives. Thus, the effects on industries and organizations by open crowds are still to be explored.
Book chapters on the topic "SME Open Innovation"
1
Barrett, Gillian, and Lawrence Dooley. "Open Innovation Strategy of an Early-Stage SME." In Contributions to Management Science, 85–99. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-61605-2_5.
Full text
2
Koch, Jessica, Eckart Hauck, and Ingrid Isenhardt. "Trust Is Good, Control Is Better - An Open Innovation-Controlling for SME." In Automation, Communication and Cybernetics in Science and Engineering 2011/2012, 97–104. Berlin, Heidelberg: Springer Berlin Heidelberg, 2012. http://dx.doi.org/10.1007/978-3-642-33389-7_8.
Full text
3
Mierzwa, Dominika, Katarzyna Walecka-Jankowska, and Joanna Zimmer. "Open Innovation Model in Enterprises of the SME Sector—Sources and Barriers." In Information Systems Architecture and Technology: Proceedings of 37th International Conference on Information Systems Architecture and Technology – ISAT 2016 – Part IV, 97–104. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-46592-0_8.
Full text
4
Lindermann, Nadine, Sylvia Valcárcel, Mario Schaarschmidt, and Harald von Kortzfleisch. "SME 2.0: Roadmap towards Web 2.0-Based Open Innovation in SME-Networks – A Case Study Based Research Framework." In IFIP Advances in Information and Communication Technology, 28–41. Berlin, Heidelberg: Springer Berlin Heidelberg, 2009. http://dx.doi.org/10.1007/978-3-642-02388-0_3.
Full text
5
Vieri, Marco, Daniele Sarri, Stefania Lombardo, Marco Rimediotti, Riccardo Lisci, Valentina De Pascale, Eleonora Salvini, Carolina Perna, and Andrea Pagliai. "Innovation Processes." In Manuali – Scienze Tecnologiche, 54. Florence: Firenze University Press, 2020. http://dx.doi.org/10.36253/978-88-5518-044-3.54.
Full textAbstract:
Research and innovation deployment requires skills and time. Innovation is a process that permits to companies and groups to adapt to social, economic and environmental changes. There are different approach to innovation. Some companies prefer to keep innovation place within the company boundaries, (closed innovation), meanwhile others companies have an open innovation approach, so they activate innovation towards a continuous internal and external exchange. This kind of approach see this roots in an open and fluid management of knowledge and know how between all the stakeholders. There are many place for innovation, i.e. the FabLab global network, in which inventors of each sort share ideas, time, space and knowledge.
6
Müller, Mathias L., and Hugo Campos. "Open Innovation and Value Creation in Crop Genetics." In The Innovation Revolution in Agriculture, 71–93. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-50991-0_3.
Full textAbstract:
Abstract The development of cultivars exhibiting improved climate resilience and containing effective input and agronomic traits and their adoption by growers and acceptance by supply chains, consumers, and society remain essential drivers of a successful agricultural strategy directed to feed the world and overcome the challenges brought by nature, an increasingly stringent regulatory environment, and an ever-growing population. In order to deliver on the daunting challenge of providing affordable, nutritious food to humankind, while reducing agriculture’s environmental footprint, new innovation models are needed. Open innovation is being adopted by seed companies in order to tap into the vast pool of human talent available beyond their boundaries and increase their ability to generate, adopt, develop, and bring to market novel technologies while building upon the increasing global community of innovators and harnessing the resources of venture capitalists. In addition, open innovation can help streamline product development processes, as well as lead to the exploration of novel markets which would otherwise go unexploited. At the same time, open innovation provides the means for other firms and entrepreneurs to gain access to technologies which would be beyond the scope of their development abilities but which can be leveraged to create significant value for their own customers and markets. This chapter provides an updated perspective on the most salient aspects of open innovation. Though its main focus is crop genetics and the development of improved cultivars, the general principles discussed also apply to other activities associated with the value chains linking agriculture and customers.
7
Burgos, Daniel. "Online Technology in Knowledge Transfer." In Radical Solutions and Open Science, 91–103. Singapore: Springer Singapore, 2020. http://dx.doi.org/10.1007/978-981-15-4276-3_6.
Full textAbstract:
Abstract The transfer of knowledge entails a challenge for any research activity. It drives the promise and results towards implemented and replicable facts. The transfer is frequently crystallised in contracts and patents, but not solely: scientific communication, general publication, property rights, or public R&D + innovation projects generated in the heat of research are also transference products and tools. This article lays out the benefits and weaknesses of these devices, underlining the participation of technology, especially online tech, when appropriate. We found that there are a variety of resources for transference, and that technology is only valid in some of them.
8
Jones, Michael, and Lois Burgess. "Championing SME eCollaboration." In Cases on SMEs and Open Innovation, 240–52. IGI Global, 2012. http://dx.doi.org/10.4018/978-1-61350-314-0.ch012.
Full textAbstract:
Collaboration and eCollaboration are arguable necessities for firms in today’s economic age. Gone are the times when a firm could stand alone in the market warding off the competitive pressures of rival firms. Today, just the competitive forces of globalization alone are significant drivers to enable collaboration amongst rivals. The advantages of collaboration and eCollaboration for SMEs are profuse, providing small firms a measure of economic security in a world in which many industries face hyper-competition, particularly from countries with very low costs of labor. In discussing the nature and advantages of eCollaboration, the need for an eCollaboration champion becomes apparent. This case discusses eCollaboration from the perspective of 70 Australia SMEs and presents a model for the successful championship. In so doing, it discusses the multiple roles a champion must embrace and the various issues and dilemmas that are contingent to these roles.
9
Dooley, Lawrence, and David O’Sullivan. "Open Innovation Within the Low-Technology SME Sector." In Researching Open Innovation in SMEs, 249–71. WORLD SCIENTIFIC, 2018. http://dx.doi.org/10.1142/9789813230972_0008.
Full text
10
Rahman, Hakikur. "Open Innovation." In Advances in Human and Social Aspects of Technology, 273–307. IGI Global, 2016. http://dx.doi.org/10.4018/978-1-5225-0556-3.ch012.
Full textAbstract:
While talking about successful entrepreneurship and value addition within an enterprise through innovation, one could realize that the innovation paradigm has been shifted from simple introduction of new ideas and products to accumulation of diversified actions, actors and agents along the process. Furthermore, when the innovation process is not being restricted within the closed nature of it, the process takes many forms during its evolution. Innovations have been seen as closed innovation or open innovation, depending on its nature of action, but contemporary world may have seen many forms of innovation, such as technological innovation, products/service innovation, process/production innovation, operational/management/organizational innovation, business model innovation or disruptive innovation, though often they are strongly interrelated. Definition of innovation has also adopted many transformations along the path, incorporating innovations within the products, process or service of an enterprise to organizational, marketing, or external entities and relations. Nature and scope of agents and actors even varies widely within the innovation dynamics, when the open innovation techniques are being applied to enterprises, designated as the small and medium enterprises (SMEs). Researching in this paradigm, one has to look for some underlying issues that should be attended through responding to research questions as the research continues. Among many of the fundamental questions on innovation advancement for SMEs development there are a few, how to acquire precise information on the flow-chart of their business operations, gain knowledge on specific parameters of their business processes, utilize existing potential capacities to extend their knowledge towards successful innovation acquisition and dissemination, and extend their knowledge platform through various capacity development initiatives. They aggregate further, when issues of opportunities and challenges are being researched along the path of SME development through open innovation. Rationale of this research is to ascertain diverse aspects of opportunities and challenges surrounding the open innovation processes, and design action plans to empower SMEs in reaching out to the grass roots communities utilizing open innovation strategies. Primary focus of this research is to enable SMEs in finding out their innovation potentiality and empower them through various capacity development initiatives. However, the specific focus will adhere to adaptable technology transfer through open innovation. Along the route to justify the research potential and validate the research hypotheses (whether this research will add any economic value or knowledge gain), this study will conduct extensive literature review on various patterns of open innovation (crowdsourcing or collaborative), investigate case studies to learn about intricate issues surrounding their operational strategies (conducted by European Commission, OECD and similar institutions) and conduct surveys among selected SMEs (email, web based, egroups) in several phases. Research design includes formulation of strategies to resolve acquired research questions; collection and recording of the evidences obtained from the literature review or case studies or surveys; processing and analyzing gathered data and their appropriate interpretations; and publication of results. Analysis will include both qualitative (descriptive and exploratory) and quantitative (inferential statistics) methods.
Conference papers on the topic "SME Open Innovation"
1
Rumanti, Augustina Asih, T. M. A. Ari Samadhi, Iwan Inrawan Wiratmadja, and Rocky Reynaldo. "Conceptual model of green innovation toward knowledge sharing and open innovation in Indonesian SME." In 2017 4th International Conference on Industrial Engineering and Applications (ICIEA). IEEE, 2017. http://dx.doi.org/10.1109/iea.2017.7939203.
Full text
2
Rumanti, Augustina Asih, T. M. A. Ari Samadhi, and Iwan Inrawan Wiratmadja. "Conceptual model for open innovation towards knowledge sharing in Indonesian SME." In 2016 IEEE International Conference on Management of Innovation and Technology (ICMIT). IEEE, 2016. http://dx.doi.org/10.1109/icmit.2016.7605041.
Full text
3
Stanislawski, R. "Open Innovation And The Propensity To Innovate Among Sme In Poland." In CIEDR 2018 - The International Scientific and Practical Conference "Contemporary Issues of Economic Development of Russia: Challenges and Opportunities". Cognitive-Crcs, 2019. http://dx.doi.org/10.15405/epsbs.2019.04.3.
Full text
4
Amer, Saeed, Yun Jun, and Ahmad Ayaz. "Open Innovation: a Way Forward For Small and Medium Enterprises (SME) In the Developing Countries to Become Sustainable." In 2016 International Conference on Management Science and Management Innovation. Paris, France: Atlantis Press, 2016. http://dx.doi.org/10.2991/msmi-16.2016.85.
Full text
5
Mei, Liang, Tao Zhang, and Jin Chen. "Open Innovation of SMEs - An Innovation Ecosystem Perspective." In 2018 IEEE International Symposium on Innovation and Entrepreneurship (TEMS-ISIE). IEEE, 2018. http://dx.doi.org/10.1109/tems-isie.2018.8478475.
Full text
6
Kademeteme, Edzai, and Hossana Twinomurinzi. "The ineffectiveness of technology adoption models in the 4IR era: A case of SMEs in South Africa." In 2019 Open Innovations (OI). IEEE, 2019. http://dx.doi.org/10.1109/oi.2019.8908220.
Full text
7
Ahmad, Sahrish. "Open Innovation In Healthcare Smes: A Proposed Model For Innovation Performance." In 13th Asian Academy of Management International Conference 2019. European Publisher, 2020. http://dx.doi.org/10.15405/epsbs.2020.10.71.
Full text
8
Li, Qing, Xiangzhen Yu, Jun Jin, and Jin Chen. "Open innovation in Chinese SMEs: A case study." In 2010 IEEE International Conference on Management of Innovation & Technology. IEEE, 2010. http://dx.doi.org/10.1109/icmit.2010.5492730.
Full text
9
Silapacharanan, Kewalee, Pittawat Ueasangkomsate, and Haruthai Numprasertchai. "Open Innovation in SMEs: A Review of Trends." In 2021 Joint International Conference on Digital Arts, Media and Technology with ECTI Northern Section Conference on Electrical, Electronics, Computer and Telecommunication Engineering. IEEE, 2021. http://dx.doi.org/10.1109/ectidamtncon51128.2021.9425734.
Full text
10
Protasiewicz, Jaroslaw. "Inventorum: A platform for open innovation." In 2017 IEEE International Conference on Systems, Man and Cybernetics (SMC). IEEE, 2017. http://dx.doi.org/10.1109/smc.2017.8122570.
Full textReports on the topic "SME Open Innovation"
1
Razdan, Rahul. Unsettled Issues Regarding Autonomous Vehicles and Open-source Software. SAE International, April 2021. http://dx.doi.org/10.4271/epr2021009.
Full textAbstract:
As automobiles morph from stand-alone mechanical objects to highly connected, autonomous systems with increasing amounts of electronic components. To manage these complex systems, some semblance of in-car decision-making is also being built and networked to a cloud architecture. This cloud can also enable even deeper capabilities within the broader automotive ecosystem. Unsettled Issues Regarding Autonomous Vehicles and Open-source Software introduces the impact of software in advanced automotive applications, the role of open-source communities in accelerating innovation, and the important topic of safety and cybersecurity. As electronic functionality is captured in software and a bigger percentage of that software is open-source code, some critical challenges arise concerning security and validation.
2
Acharya, Ashwin, and Zachary Arnold. Chinese Public AI R&D Spending: Provisional Findings. Center for Security and Emerging Technology, December 2019. http://dx.doi.org/10.51593/20190053.
Full textAbstract:
China aims to become “the world’s primary AI innovation center” by 2030. Toward that end, the Chinese government is spending heavily on AI research and development (R&D)—but perhaps not as heavily as some have thought. This memo provides a provisional, open-source estimate of China’s spending.
3
Acharya, Ashwin, and Zachary Arnold. Chinese Public AI R&D Spending: Provisional Findings. Center for Security and Emerging Technology, December 2019. http://dx.doi.org/10.51593/20190031.
Full textAbstract:
China aims to become “the world’s primary AI innovation center” by 2030. Toward that end, the Chinese government is spending heavily on AI research and development (R&D)—but perhaps not as heavily as some have thought. This memo provides a provisional, open-source estimate of China’s spending.
4
Quail, Stephanie, and Sarah Coysh. Inside Out: A Curriculum for Making Grant Outputs into OER. York University Libraries, October 2020. http://dx.doi.org/10.25071/10315/38016.
Full textAbstract:
Catalyzed by the passing of the York University Open Access Policy last year, a recognition has been growing at York University, like most other institutions, about the value of Open Educational Resources (OER) and more broadly, open education. This heightened awareness led to the formation of a campus-wide Open Education Working Group in January 2020. The group advocated that faculty members who receive internal funding for teaching innovation projects through York’s Academic Innovation Fund (AIF) should include a Creative Commons license on their grant outputs to facilitate the re-use, and potentially re-mixing, of the content by educators inside and outside of York University. A copy and/or link to their grant output would also be deposited into York’s institutional repository, YorkSpace. To support the 71 funded projects in achieving these lofty goals, an open education and open licensing curriculum was developed by two of the librarian members of the Open Education Working Group. This session describes how the librarians created the training program and participants will leave the session better understanding: How to develop learning modules for adult learners and apply these best practices when teaching faculty online (synchronously & asynchronously); How to access York’s open education training program and learn how they can remix the content for their own institution’s training purposes; The common types of questions and misconceptions that arise when teaching an open education and Creative Commons licensing program for faculty. Originally the program was conceived as an in-person workshop series; however, with the COVID-19 campus closure, it was redesigned into a four module synchronous and asynchronous educational program delivered via Moodle, H5P and Zoom. Modeled after the SUNY OER Community Course and materials from Abbey Elder’s OER Starter Kit, the program gave grant recipients a grounding in open educational resources, searching open course material repositories, copyright/Creative Commons licensing, and content deposit in York’s institutional repository, including OER metadata creation and accessibility considerations. The librarians modeled best practices in the use and creation of Creative Commons licensed resources throughout the program. Qualitative feedback was gathered at the end of each module in both the synchronous and asynchronous offerings of the program and will be shared with participants. The presenters will also discuss lessons learned, next steps, and some of the challenges they encountered. https://youtu.be/n6dT8UNLtJo
5
African Open Science Platform Part 1: Landscape Study. Academy of Science of South Africa (ASSAf), 2019. http://dx.doi.org/10.17159/assaf.2019/0047.
Full textAbstract:
This report maps the African landscape of Open Science – with a focus on Open Data as a sub-set of Open Science. Data to inform the landscape study were collected through a variety of methods, including surveys, desk research, engagement with a community of practice, networking with stakeholders, participation in conferences, case study presentations, and workshops hosted. Although the majority of African countries (35 of 54) demonstrates commitment to science through its investment in research and development (R&D), academies of science, ministries of science and technology, policies, recognition of research, and participation in the Science Granting Councils Initiative (SGCI), the following countries demonstrate the highest commitment and political willingness to invest in science: Botswana, Ethiopia, Kenya, Senegal, South Africa, Tanzania, and Uganda. In addition to existing policies in Science, Technology and Innovation (STI), the following countries have made progress towards Open Data policies: Botswana, Kenya, Madagascar, Mauritius, South Africa and Uganda. Only two African countries (Kenya and South Africa) at this stage contribute 0.8% of its GDP (Gross Domestic Product) to R&D (Research and Development), which is the closest to the AU’s (African Union’s) suggested 1%. Countries such as Lesotho and Madagascar ranked as 0%, while the R&D expenditure for 24 African countries is unknown. In addition to this, science globally has become fully dependent on stable ICT (Information and Communication Technologies) infrastructure, which includes connectivity/bandwidth, high performance computing facilities and data services. This is especially applicable since countries globally are finding themselves in the midst of the 4th Industrial Revolution (4IR), which is not only “about” data, but which “is” data. According to an article1 by Alan Marcus (2015) (Senior Director, Head of Information Technology and Telecommunications Industries, World Economic Forum), “At its core, data represents a post-industrial opportunity. Its uses have unprecedented complexity, velocity and global reach. As digital communications become ubiquitous, data will rule in a world where nearly everyone and everything is connected in real time. That will require a highly reliable, secure and available infrastructure at its core, and innovation at the edge.” Every industry is affected as part of this revolution – also science. An important component of the digital transformation is “trust” – people must be able to trust that governments and all other industries (including the science sector), adequately handle and protect their data. This requires accountability on a global level, and digital industries must embrace the change and go for a higher standard of protection. “This will reassure consumers and citizens, benefitting the whole digital economy”, says Marcus. A stable and secure information and communication technologies (ICT) infrastructure – currently provided by the National Research and Education Networks (NRENs) – is key to advance collaboration in science. The AfricaConnect2 project (AfricaConnect (2012–2014) and AfricaConnect2 (2016–2018)) through establishing connectivity between National Research and Education Networks (NRENs), is planning to roll out AfricaConnect3 by the end of 2019. The concern however is that selected African governments (with the exception of a few countries such as South Africa, Mozambique, Ethiopia and others) have low awareness of the impact the Internet has today on all societal levels, how much ICT (and the 4th Industrial Revolution) have affected research, and the added value an NREN can bring to higher education and research in addressing the respective needs, which is far more complex than simply providing connectivity. Apart from more commitment and investment in R&D, African governments – to become and remain part of the 4th Industrial Revolution – have no option other than to acknowledge and commit to the role NRENs play in advancing science towards addressing the SDG (Sustainable Development Goals). For successful collaboration and direction, it is fundamental that policies within one country are aligned with one another. Alignment on continental level is crucial for the future Pan-African African Open Science Platform to be successful. Both the HIPSSA ((Harmonization of ICT Policies in Sub-Saharan Africa)3 project and WATRA (the West Africa Telecommunications Regulators Assembly)4, have made progress towards the regulation of the telecom sector, and in particular of bottlenecks which curb the development of competition among ISPs. A study under HIPSSA identified potential bottlenecks in access at an affordable price to the international capacity of submarine cables and suggested means and tools used by regulators to remedy them. Work on the recommended measures and making them operational continues in collaboration with WATRA. In addition to sufficient bandwidth and connectivity, high-performance computing facilities and services in support of data sharing are also required. The South African National Integrated Cyberinfrastructure System5 (NICIS) has made great progress in planning and setting up a cyberinfrastructure ecosystem in support of collaborative science and data sharing. The regional Southern African Development Community6 (SADC) Cyber-infrastructure Framework provides a valuable roadmap towards high-speed Internet, developing human capacity and skills in ICT technologies, high- performance computing and more. The following countries have been identified as having high-performance computing facilities, some as a result of the Square Kilometre Array7 (SKA) partnership: Botswana, Ghana, Kenya, Madagascar, Mozambique, Mauritius, Namibia, South Africa, Tunisia, and Zambia. More and more NRENs – especially the Level 6 NRENs 8 (Algeria, Egypt, Kenya, South Africa, and recently Zambia) – are exploring offering additional services; also in support of data sharing and transfer. The following NRENs already allow for running data-intensive applications and sharing of high-end computing assets, bio-modelling and computation on high-performance/ supercomputers: KENET (Kenya), TENET (South Africa), RENU (Uganda), ZAMREN (Zambia), EUN (Egypt) and ARN (Algeria). Fifteen higher education training institutions from eight African countries (Botswana, Benin, Kenya, Nigeria, Rwanda, South Africa, Sudan, and Tanzania) have been identified as offering formal courses on data science. In addition to formal degrees, a number of international short courses have been developed and free international online courses are also available as an option to build capacity and integrate as part of curricula. The small number of higher education or research intensive institutions offering data science is however insufficient, and there is a desperate need for more training in data science. The CODATA-RDA Schools of Research Data Science aim at addressing the continental need for foundational data skills across all disciplines, along with training conducted by The Carpentries 9 programme (specifically Data Carpentry 10 ). Thus far, CODATA-RDA schools in collaboration with AOSP, integrating content from Data Carpentry, were presented in Rwanda (in 2018), and during17-29 June 2019, in Ethiopia. Awareness regarding Open Science (including Open Data) is evident through the 12 Open Science-related Open Access/Open Data/Open Science declarations and agreements endorsed or signed by African governments; 200 Open Access journals from Africa registered on the Directory of Open Access Journals (DOAJ); 174 Open Access institutional research repositories registered on openDOAR (Directory of Open Access Repositories); 33 Open Access/Open Science policies registered on ROARMAP (Registry of Open Access Repository Mandates and Policies); 24 data repositories registered with the Registry of Data Repositories (re3data.org) (although the pilot project identified 66 research data repositories); and one data repository assigned the CoreTrustSeal. Although this is a start, far more needs to be done to align African data curation and research practices with global standards. Funding to conduct research remains a challenge. African researchers mostly fund their own research, and there are little incentives for them to make their research and accompanying data sets openly accessible. Funding and peer recognition, along with an enabling research environment conducive for research, are regarded as major incentives. The landscape report concludes with a number of concerns towards sharing research data openly, as well as challenges in terms of Open Data policy, ICT infrastructure supportive of data sharing, capacity building, lack of skills, and the need for incentives. Although great progress has been made in terms of Open Science and Open Data practices, more awareness needs to be created and further advocacy efforts are required for buy-in from African governments. A federated African Open Science Platform (AOSP) will not only encourage more collaboration among researchers in addressing the SDGs, but it will also benefit the many stakeholders identified as part of the pilot phase. The time is now, for governments in Africa, to acknowledge the important role of science in general, but specifically Open Science and Open Data, through developing and aligning the relevant policies, investing in an ICT infrastructure conducive for data sharing through committing funding to making NRENs financially sustainable, incentivising open research practices by scientists, and creating opportunities for more scientists and stakeholders across all disciplines to be trained in data management.
6
Payment Systems Report - June of 2020. Banco de la República de Colombia, February 2021. http://dx.doi.org/10.32468/rept-sist-pag.eng.2020.
Full textAbstract:
With its annual Payment Systems Report, Banco de la República offers a complete overview of the infrastructure of Colombia’s financial market. Each edition of the report has four objectives: 1) to publicize a consolidated account of how the figures for payment infrastructures have evolved with respect to both financial assets and goods and services; 2) to summarize the issues that are being debated internationally and are of interest to the industry that provides payment clearing and settlement services; 3) to offer the public an explanation of the ideas and concepts behind retail-value payment processes and the trends in retail payments within the circuit of individuals and companies; and 4) to familiarize the public, the industry, and all other financial authorities with the methodological progress that has been achieved through applied research to analyze the stability of payment systems. This edition introduces changes that have been made in the structure of the report, which are intended to make it easier and more enjoyable to read. The initial sections in this edition, which is the eleventh, contain an analysis of the statistics on the evolution and performance of financial market infrastructures. These are understood as multilateral systems wherein the participating entities clear, settle and register payments, securities, derivatives and other financial assets. The large-value payment system (CUD) saw less momentum in 2019 than it did the year before, mainly because of a decline in the amount of secondary market operations for government bonds, both in cash and sell/buy-backs, which was offset by an increase in operations with collective investment funds (CIFs) and Banco de la República’s operations to increase the money supply (repos). Consequently, the Central Securities Depository (DCV) registered less activity, due to fewer negotiations on the secondary market for public debt. This trend was also observed in the private debt market, as evidenced by the decline in the average amounts cleared and settled through the Central Securities Depository of Colombia (Deceval) and in the value of operations with financial derivatives cleared and settled through the Central Counterparty of Colombia (CRCC). Section three offers a comprehensive look at the market for retail-value payments; that is, transactions made by individuals and companies. During 2019, electronic transfers increased, and payments made with debit and credit cards continued to trend upward. In contrast, payments by check continued to decline, although the average daily value was almost four times the value of debit and credit card purchases. The same section contains the results of the fourth survey on how the use of retail-value payment instruments (for usual payments) is perceived. Conducted at the end of 2019, the main purpose of the survey was to identify the availability of these payment instruments, the public’s preferences for them, and their acceptance by merchants. It is worth noting that cash continues to be the instrument most used by the population for usual monthly payments (88.1% with respect to the number of payments and 87.4% in value). However, its use in terms of value has declined, having registered 89.6% in the 2017 survey. In turn, the level of acceptance by merchants of payment instruments other than cash is 14.1% for debit cards, 13.4% for credit cards, 8.2% for electronic transfers of funds and 1.8% for checks. The main reason for the use of cash is the absence of point-of-sale terminals at commercial establishments. Considering that the retail-payment market worldwide is influenced by constant innovation in payment services, by the modernization of clearing and settlement systems, and by the efforts of regulators to redefine the payment industry for the future, these trends are addressed in the fourth section of the report. There is an account of how innovations in technology-based financial payment services have developed, and it shows that while this topic is not new, it has evolved, particularly in terms of origin and vocation. One of the boxes that accompanies the fourth section deals with certain payment aspects of open banking and international experience in that regard, which has given the customers of a financial entity sovereignty over their data, allowing them, under transparent and secure conditions, to authorize a third party, other than their financial entity, to request information on their accounts with financial entities, thus enabling the third party to offer various financial services or initiate payments. Innovation also has sparked interest among international organizations, central banks, and research groups concerning the creation of digital currencies. Accordingly, the last box deals with the recent international debate on issuance of central bank digital currencies. In terms of the methodological progress that has been made, it is important to underscore the work that has been done on the role of central counterparties (CCPs) in mitigating liquidity and counterparty risk. The fifth section of the report offers an explanation of a document in which the work of CCPs in financial markets is analyzed and corroborated through an exercise that was built around the Central Counterparty of Colombia (CRCC) in the Colombian market for non-delivery peso-dollar forward exchange transactions, using the methodology of network topology. The results provide empirical support for the different theoretical models developed to study the effect of CCPs on financial markets. Finally, the results of research using artificial intelligence with information from the large-value payment system are presented. Based on the payments made among financial institutions in the large-value payment system, a methodology is used to compare different payment networks, as well as to determine which ones can be considered abnormal. The methodology shows signs that indicate when a network moves away from its historical trend, so it can be studied and monitored. A methodology similar to the one applied to classify images is used to make this comparison, the idea being to extract the main characteristics of the networks and use them as a parameter for comparison. Juan José Echavarría Governor