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Open Innovation: An Offer Some Can't Refuse

Matto, Jakob LU ; Arvesen, Björn LU and Von Segebaden, Jacob LU (2016) FEKH19 20161
Department of Business Administration
Abstract
Title: Open Innovation: An offer Some Can't Refuse. A comparative case study on the strategic implications of being bound to openness
Seminar date: 2016-06-03
Course: FEKH19 Degree project, Undergraduate level in Strategic Management, Business Administration, 15 University Credit Points (ECTS)
Authors: Björn Arvesen, Jakob Matto, Jacob von Segebaden
Advisor: Anna Brattström
Key words: Open innovation, IPR-sharing, Strategic implications, Ericsson, Telecommunication
Purpose: The purpose of this study is to complement existing theories by examining a case whose premises contradict one of the most common assumptions in open innovation literature; that you can choose whether or not to work with open innovation.
Methodology: Following a... (More)
Title: Open Innovation: An offer Some Can't Refuse. A comparative case study on the strategic implications of being bound to openness
Seminar date: 2016-06-03
Course: FEKH19 Degree project, Undergraduate level in Strategic Management, Business Administration, 15 University Credit Points (ECTS)
Authors: Björn Arvesen, Jakob Matto, Jacob von Segebaden
Advisor: Anna Brattström
Key words: Open innovation, IPR-sharing, Strategic implications, Ericsson, Telecommunication
Purpose: The purpose of this study is to complement existing theories by examining a case whose premises contradict one of the most common assumptions in open innovation literature; that you can choose whether or not to work with open innovation.
Methodology: Following a qualitative research method and an inductive approach, a comparative case study was conducted and data collected through eight semi-structured interviews. Data was analysed with a combination of pattern-matching and grounded theory.
Theoretical perspective: The basis for this study is the empirical phenomenon of open innovation arguably introduced by Professor Henry Chesbrough, which is a relatively new but well studied theoretical concept within strategic management. However, the variable of choice has been overlooked by some of the more established researchers. We therefore examine if open innovation should be complemented with this variable and the strategic implications it entails.
Empirical foundation: Data have been collected from Ericsson, who is a market leader within their industry and have been actively working with open innovation for decades. We examine what strategic implications being bound to open innovation creates.
Conclusion: The study resulted in several strategic implications in four different areas: cost efficiency, governance, value creation and value capture. We also conclude that the variable of choice affects a firm’s strategic choices in this particular institutional context. This indicates that theories of open innovation needs to be complemented with the variable of choice. (Less)
Please use this url to cite or link to this publication:
author
Matto, Jakob LU ; Arvesen, Björn LU and Von Segebaden, Jacob LU
supervisor
organization
alternative title
A comparative case study on the strategic implications of being bound to openness
course
FEKH19 20161
year
type
M2 - Bachelor Degree
subject
keywords
Open innovation, IPR-sharing, Strategic implications, Ericsson, Telecommunication
language
English
id
8886928
date added to LUP
2016-08-24 12:28:01
date last changed
2016-08-24 12:28:01
@misc{8886928,
  abstract     = {Title: Open Innovation: An offer Some Can't Refuse. A comparative case study on the strategic implications of being bound to openness
Seminar date: 2016-06-03
Course: FEKH19 Degree project, Undergraduate level in Strategic Management, Business Administration, 15 University Credit Points (ECTS)
Authors: Björn Arvesen, Jakob Matto, Jacob von Segebaden
Advisor: Anna Brattström
Key words: Open innovation, IPR-sharing, Strategic implications, Ericsson, Telecommunication
Purpose: The purpose of this study is to complement existing theories by examining a case whose premises contradict one of the most common assumptions in open innovation literature; that you can choose whether or not to work with open innovation.
Methodology: Following a qualitative research method and an inductive approach, a comparative case study was conducted and data collected through eight semi-structured interviews. Data was analysed with a combination of pattern-matching and grounded theory.
Theoretical perspective: The basis for this study is the empirical phenomenon of open innovation arguably introduced by Professor Henry Chesbrough, which is a relatively new but well studied theoretical concept within strategic management. However, the variable of choice has been overlooked by some of the more established researchers. We therefore examine if open innovation should be complemented with this variable and the strategic implications it entails.
Empirical foundation: Data have been collected from Ericsson, who is a market leader within their industry and have been actively working with open innovation for decades. We examine what strategic implications being bound to open innovation creates.
Conclusion: The study resulted in several strategic implications in four different areas: cost efficiency, governance, value creation and value capture. We also conclude that the variable of choice affects a firm’s strategic choices in this particular institutional context. This indicates that theories of open innovation needs to be complemented with the variable of choice.},
  author       = {Matto, Jakob and Arvesen, Björn and Von Segebaden, Jacob},
  keyword      = {Open innovation,IPR-sharing,Strategic implications,Ericsson,Telecommunication},
  language     = {eng},
  note         = {Student Paper},
  title        = {Open Innovation: An Offer Some Can't Refuse},
  year         = {2016},
}