Book contents
- Cambridge Handbook of Open Strategy
- Cambridge Handbook of Open Strategy
- Copyright page
- Contents
- Figures
- Tables
- Introduction
- Part I The Concept of Open Strategy
- Chapter 1 Defining Open Strategy: Dimensions, Practices, Impacts, and Perspectives
- Chapter 2 Participation Research and Open Strategy
- Chapter 3 Open Innovation and Open Strategy: Epistemic and Design Dimensions
- Chapter 4 Strategic Openness and Open Strategy
- Part II Practices of Open Strategy
- Part III Technological Assemblages for Open Strategy
- Part IV Theoretical Perspectives
- Part V Challenges of Open Strategy
- Index
- References
Chapter 3 - Open Innovation and Open Strategy: Epistemic and Design Dimensions
from Part I - The Concept of Open Strategy
Published online by Cambridge University Press: 13 July 2019
Book contents
- Cambridge Handbook of Open Strategy
- Cambridge Handbook of Open Strategy
- Copyright page
- Contents
- Figures
- Tables
- Introduction
- Part I The Concept of Open Strategy
- Chapter 1 Defining Open Strategy: Dimensions, Practices, Impacts, and Perspectives
- Chapter 2 Participation Research and Open Strategy
- Chapter 3 Open Innovation and Open Strategy: Epistemic and Design Dimensions
- Chapter 4 Strategic Openness and Open Strategy
- Part II Practices of Open Strategy
- Part III Technological Assemblages for Open Strategy
- Part IV Theoretical Perspectives
- Part V Challenges of Open Strategy
- Index
- References
Summary
The past decade has seen a multiplication of theory and research on Open Innovation as a set of practices by which firms bring novel ideas to the market (Chesbrough, 2003; Gassmann et al., 2010). In the early stage of the work on Open Innovation, research was primarily driven by a focus on practical approaches and critically important insights into how firms went about exchanging knowledge and ideas with the outside world. Lately, however, studies of Open Innovation have benefited greatly from building on the knowledge-based theory of the firm (Cohen & Levinthal, 1990; Kogut & Zander, 1992; Nonaka et al., 2006), which draws attention to the sources of innovation-relevant knowledge and the designs of mechanisms to tap and replenish such sources.
- Type
- Chapter
- Information
- Cambridge Handbook of Open Strategy , pp. 41 - 58Publisher: Cambridge University PressPrint publication year: 2019
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