Open innovation and organizational innovation: organizational innovation as leverage for open innovation practices and the effect of open and organizational innovation practices on buseness performance

Abstract

Open innovation is currently one of the hottest tapies in innovation management, in particular since in 2003 it was conceptualized as "the use of purposive inflows and outflows of knowledge to accelerate interna! innovation and to expand the markets far externa! use of innovation, respectively'' (Chesbrough et al., 2006). This concept is based on the idea that the search far innovations is carried out with the participation of external actors (Enkel et al., 2009). However, there is still research to be done regarding the process through which companies incorporate open innovation practices and take advantage of them (Huizingh, 2011). Furthermore, it has been known far sorne time that innovation involves much more than technology and R&D (Chesbrough, 2007); however the literature available on organizational innovation is relatively scant. Taking this into account, the present work aims to give sorne insight into the following questions: 1) How do firms turn their innovation efforts into value and how do they capture part of that value? 2) How does organizational innovation have an impact on the optimization of open innovation practices? 3) What are the effects of open innovation and organizational innovation on the business performance?