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Comment ouvrir (pleinement) les processus d’innovation ouverte ?

Julie Fabbri (), Delphine Manceau and Valérie Moatti
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Julie Fabbri: CRG I3 - Centre de recherche en gestion i3 - X - École polytechnique - IP Paris - Institut Polytechnique de Paris - Université Paris-Saclay - I3 - Institut interdisciplinaire de l’innovation - CNRS - Centre National de la Recherche Scientifique, EM - EMLyon Business School
Delphine Manceau: EBS Paris - European Business School Paris
Valérie Moatti: ESCP Europe - Ecole Supérieure de Commerce de Paris

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Abstract: Since Chesbrough's seminal work, open innovation (OI) has been a buzzword referred to constantly by many managers and academics. Beyond the pros and cons of being open to innovate, we address the questions of how to open up inbound innovation processes and how to manage the partnership portfolio through time. To do so, we base ourselves on the OI and strategic alliance literature. We then conduct a qualitative survey in 18 global companies famous for their OI practices. We thus show that OI approaches are not always based on extensive openness of external partnerships, and that companies can choose among three OI strategies: topicoriented OI, partner-oriented OI or fully open approaches, which are not mutually exclusive. We also emphasize that they face a trade-off between breadth and depth of partnerships, which evolves over time.

Keywords: open innovation; innovation processes; practice; external knowledge; partnership; innovation ouverte; processus d’innovation; pratique; connaissance externe; partenariat (search for similar items in EconPapers)
Date: 2016-07
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Published in Gestion 2000, 2016, 33 (4), pp.77-91. ⟨10.3917/g2000.333.0077⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-01469200

DOI: 10.3917/g2000.333.0077

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