Hope is not a strategy - A qualitative case study about managerial practices in an Explorative Interactive Coupled Open Innovation Collaboration
(2017) ENTN39 20171Department of Business Administration
- Abstract
- Research Questions: within the context of an Explorative Interactive Coupled Open Innovation Collaboration: How can the managerial practices affect the collaboration status leading to collaborative inertia? and How can the concept of goal congruence be understood as an antecedent for collaborative inertia?
Methodology: The research was conducted as a qualitative case study of an explorative interactive coupled open innovation collaboration within an innovation arena. The authors followed an abductive research approach and semi-structured interviews were the main source of data. Recommendations of Gioia et al. (2013) were used for data analysis generating concepts and a grounded theory depending on the findings.
Theoretical... (More) - Research Questions: within the context of an Explorative Interactive Coupled Open Innovation Collaboration: How can the managerial practices affect the collaboration status leading to collaborative inertia? and How can the concept of goal congruence be understood as an antecedent for collaborative inertia?
Methodology: The research was conducted as a qualitative case study of an explorative interactive coupled open innovation collaboration within an innovation arena. The authors followed an abductive research approach and semi-structured interviews were the main source of data. Recommendations of Gioia et al. (2013) were used for data analysis generating concepts and a grounded theory depending on the findings.
Theoretical perspectives: The literature of open innovation, open innovation arena and exploration theories were used to understand the context of the study. In addition, the literature of open innovation management, collaborative inertia and goal congruence were used to reveal the relationships between their concepts in the studied collaboration.
Conclusions: i) The managerial practices of communication, trust building, relationships building, change of people and acknowledging people as the main constituents of the collaboration were found highly relevant in explorative interactive coupled OICs affecting reaching the collaborative inertia. Having a thought leader, a proper sponsorship, distributed power, assigned roles, and an innovation process were also required for having a successful leadership of the collaborations to avoid the collaborative inertia. ii) The study offered clear evidence of the inadequate use of the concept “goal congruence” in such a context, understanding that the concept of goal congruence by itself was not seen as the critical factor leading the collaboration to either advantage or inertia. The authors suggested employing the informative concept “common understanding” as an umbrella term reflecting not only goals, but also visions, expectations and organizational interests. iii) The findings showed that it is not the explorative nature of the collaboration that is leading to collaborative inertia as one could think, yet, the lack of proper understanding of the nature of explorative OICs and the lack of establishing and communicating the required common understanding are factors that could lead to collaborative inertia. (Less)
Please use this url to cite or link to this publication:
http://lup.lub.lu.se/student-papers/record/8910010
- author
- Ekstrand, My LU and Attar, Mohammad Bilal LU
- supervisor
- organization
- course
- ENTN39 20171
- year
- 2017
- type
- H1 - Master's Degree (One Year)
- subject
- keywords
- Open Innovation. Explorative Open Innovation Collaboration. Explorative Interactive Coupled Open Innovation Collaboration. Open Innovation Management. Open Innovation Arena. Collaborative Inertia. Goal Congruence. Common Understanding
- language
- English
- id
- 8910010
- date added to LUP
- 2017-07-03 08:13:49
- date last changed
- 2017-07-03 08:13:49
@misc{8910010,
abstract = {{Research Questions: within the context of an Explorative Interactive Coupled Open Innovation Collaboration: How can the managerial practices affect the collaboration status leading to collaborative inertia? and How can the concept of goal congruence be understood as an antecedent for collaborative inertia?
Methodology: The research was conducted as a qualitative case study of an explorative interactive coupled open innovation collaboration within an innovation arena. The authors followed an abductive research approach and semi-structured interviews were the main source of data. Recommendations of Gioia et al. (2013) were used for data analysis generating concepts and a grounded theory depending on the findings.
Theoretical perspectives: The literature of open innovation, open innovation arena and exploration theories were used to understand the context of the study. In addition, the literature of open innovation management, collaborative inertia and goal congruence were used to reveal the relationships between their concepts in the studied collaboration.
Conclusions: i) The managerial practices of communication, trust building, relationships building, change of people and acknowledging people as the main constituents of the collaboration were found highly relevant in explorative interactive coupled OICs affecting reaching the collaborative inertia. Having a thought leader, a proper sponsorship, distributed power, assigned roles, and an innovation process were also required for having a successful leadership of the collaborations to avoid the collaborative inertia. ii) The study offered clear evidence of the inadequate use of the concept “goal congruence” in such a context, understanding that the concept of goal congruence by itself was not seen as the critical factor leading the collaboration to either advantage or inertia. The authors suggested employing the informative concept “common understanding” as an umbrella term reflecting not only goals, but also visions, expectations and organizational interests. iii) The findings showed that it is not the explorative nature of the collaboration that is leading to collaborative inertia as one could think, yet, the lack of proper understanding of the nature of explorative OICs and the lack of establishing and communicating the required common understanding are factors that could lead to collaborative inertia.}},
author = {{Ekstrand, My and Attar, Mohammad Bilal}},
language = {{eng}},
note = {{Student Paper}},
title = {{Hope is not a strategy - A qualitative case study about managerial practices in an Explorative Interactive Coupled Open Innovation Collaboration}},
year = {{2017}},
}