Details

Co-innovation Dynamics


Co-innovation Dynamics

The Management of Client-Supplier Interactions for Open Innovation
1. Aufl.

von: Romaric Servajean-Hilst

139,99 €

Verlag: Wiley
Format: PDF
Veröffentl.: 30.04.2019
ISBN/EAN: 9781119580072
Sprache: englisch
Anzahl Seiten: 272

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Beschreibungen

<p>Over the last 30 years, the pace of innovation has exploded while available resources have become increasingly scarce. Open Innovation is the solution, with client–supplier relationships being the main expedient.<br /> <br /> However, collaborating in innovation is full of obstacles, from uncertainties in innovation as a whole to difficulties with managing a business relationship.<br /> <br /> Co-innovation Dynamics, based on a deep-dive ethnographic inquiry enlightened by state-of-the-art management research, presents the daily life story of a collaborative innovation project. Also, based on two other qualitative and quantitative studies on co-innovation management, this book offers lessons and tips on how to manage the dynamics of collaborative innovation in the client–supplier relationship. </p>
<p>Foreword ix</p> <p>Acknowledgements xiii</p> <p>Introduction xv</p> <p><b>Chapter 1. Open Innovation, or Collaborative Innovation, Between Clients and Suppliers 1</b></p> <p>1.1. Managing client–supplier interactions in Open Innovation 3</p> <p>1.1.1. Sourcing Open Innovation selecting a partner and choosing the time of their involvement 4</p> <p>1.1.2. Configuring the relationship for the innovation project 9</p> <p>1.1.3. Internally managing the supplier’s involvement in the project 13</p> <p>1.1.4. The pivotal role of Purchasing in Open Innovation 15</p> <p>1.2. The dynamics of client–supplier cooperation in innovation 18</p> <p>1.2.1. The effects of the experiment on the client–supplier relationship 20</p> <p>1.2.2. The evolution of inter-firm relationships 22</p> <p>1.2.3. The evolution of the relationship environment over time 27</p> <p>1.2.4. In conclusion, interpretation is needed for reading the dynamics of Open Innovation 28</p> <p><b>Chapter 2. Conditions and Impacts of Client–Supplier Open Innovation Governance 29</b></p> <p>2.1. A benchmark: the performance of the relationship 31</p> <p>2.1.1. What is performance? 31</p> <p>2.1.2. Three levels of performance measured in client–supplier Open Innovation relationships in France 33</p> <p>2.2. Governance of the relationship, elements, forms and influence on performance 35</p> <p>2.2.1. What elements constitute the governance of client–supplier Open Innovation and how do they influence performance? 35</p> <p>2.2.2. The governance of Open Innovation: a complex blend 48</p> <p>2.3. The atmosphere of the relationship, elements, forms and influence on governance and performance 55</p> <p>2.3.1. What are the components of the atmosphere of an inter-firm relationship, and how are they related to performance and governance? 55</p> <p>2.3.2. The four atmospheres of client–supplier Open Innovation and their performance 63</p> <p>2.3.3. Which atmospheres correspond to which type of Open Innovation governance? 67</p> <p>2.4. The innovation project and its influence on governance 70</p> <p>2.4.1. Innovation maturation and the evolution of governance 70</p> <p>2.4.2. Which type of governances corresponds to which stages of maturity? 72</p> <p>2.5. Forms of governance to be favored according to the atmosphere of the relationship and the maturity of the innovation project 73</p> <p><b>Chapter 3. The Dynamics of Client–supplier Innovation Interactions – History and Analysis of a Collaboration 79</b></p> <p>3.1. The context of the collaboration 80</p> <p>3.1.1. DELCAR: an automotive equipment division 80</p> <p>3.1.2. The Innovation Project at the heart of the relationship: the DELTA project 82</p> <p>3.2. History of a client–supplier innovation collaboration 87</p> <p>3.2.1. Engaging the relationship 87</p> <p>3.2.2. Exploring the possibilities 93</p> <p>3.2.3. A “false start” 109</p> <p>3.2.4. Exploring a potential collaboration 112</p> <p>3.2.5. Passed gate opening the door to collaboration 133</p> <p>3.2.6. The negotiation of an agreement 138</p> <p>3.2.7. Launch of the DELTA collaboration 151</p> <p>3.2.8. An urgent delay 157</p> <p>3.2.9. A line, not so straight, until delivery 173</p> <p>3.2.10. Attainment of the collaboration 188</p> <p>3.3. Feedback on the collaboration – the contribution of the relational approach to the “life cycle” and “teleological” approaches to the dynamics of inter-firm cooperation 195</p> <p>3.3.1. A model for reading the dynamics 195</p> <p>3.3.2. The trust–control link in Open Innovation 199</p> <p>3.3.3. Learning and exchanges in real life 201</p> <p>3.3.4. Sources and dynamics of the performance 203</p> <p>Conclusion 207</p> <p>References 215</p> <p>Index 233</p>
<p>Romaric Servajean-Hilst, PhD, is an entrepreneur and associate researcher at the Management Research Center (i3-CRG) of the Ecole Polytechnique in France. Based on research-action and quantitative studies, his work focuses on the development and management of Open Innovation and disruptive innovation. </p>

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