Kauppakorkeakoulu | Markkinoinnin ja johtamisen laitos | Organisaatiot ja johtaminen | 2010
Tutkielman numero: 12461
Leveraging external ideas and knowledge - Managing inbound open innovation
|Leveraging external ideas and knowledge - Managing inbound open innovation
|2010 Kieli: eng
|Markkinoinnin ja johtamisen laitos
|Organisaatiot ja johtaminen
|johtaminen; management; organisaatio; organization; innovaatiot; innovations; tieto; knowledge; tietämyksenhallinta; knowledge management; prosessit; processes
» hse_ethesis_12461.pdf koko: 2 MB (1365556)
|innovation; open innovation; inbound open innovation; innovation management
This research was conducted for the research project E-Innovation, a part of FIMECC Oy’s Innovation & Networks research program. The E-Innovation project focuses on the development and utilization of open innovation approaches within the context of sustainable innovation. The purpose of this study was to find out which organizational factors affect the processing of external ideas and knowledge within the case organization. By using the questions how and why, ways to improve the mobility and progress of ideas and knowledge were sought after.
This research was conducted as a qualitative single case study. The case organization was a Finnish business media and business services company. Thematic interviews were used as the main data collection method. 13 interviews in the case organization worked as the main empirical material of the research. Additionally, selected written materials provided by the case organization were used to provide background information. The empirical data was analyzed by using the method of analytic induction.
Lack of properly functioning systematic processes was found to be the key barrier to the internal mobility and progress of external ideas and knowledge. Insufficiency of dedicated roles and responsibilities for the processing of ideas also worked as a hampering factor. In addition to these, it was also noted that facilitation and discipline were needed in order to make any systematizing efforts function as supposed to. An underlying factor affecting the behavior of the employees was the influencing power of perceptions that people form of the overall innovative possibilities of the organization, of the willingness of other employees to collaborate, and of the potential significance of their contributions. The findings imply that, in order to manage inbound open innovation effectively and efficiently, appropriate structures and systematic processes should be in place, action should be facilitated, obedience should be required, and sufficient transparency and communication should be ensured to avoid false negative perceptions that might decrease the employees’ willingness to contribute.
Verkkojulkaisut ovat tekijänoikeuden alaista aineistoa. Teokset ovat vapaasti luettavissa ja tulostettavissa henkilökohtaista käyttöä varten. Aineiston käyttö kaupallisiin tarkoituksiin on kielletty.