Open Innovation and KIBS Start-Ups: Technology- and Market-Based Alliance Portfolio Configurations

Brian V. Tjemkes, Eduard H. Pinéda, Marc D. Bahlmann, Ard-Pieter Man and Alexander S. Alexiev

Chapter Chapter 10 in Open Innovation through Strategic Alliances, 2014, pp 191-217 from Palgrave Macmillan

Abstract: Abstract Firms are increasingly relying on combining internal resources with external knowledge to sustain firm renewal, which has led to open innovation being considered critical to a firm’s competitive advantage (Chesbrough, 2003). Successful open innovation produces first-mover advantages, superior financial returns, market growth, and market share (Lichtenhaler, 2011). In particular, knowledgeintensive business services (KIBS) start-ups—defined as “[new] expert companies that provide services to other companies and organizations” (Toivonen, 2006, 2)—rely on open innovation, as it is their primary knowledge input and output (Gallouj, 2002). However, KIBS start-ups are exposed to extant uncertainty because they face risk in the form of liability of newness, liability of smallness, and fundamental uncertainty. This uncertainty can be mitigated via a firm’s portfolio of alliance relationships (Ozcan and Eisenhardt, 2009).

Keywords: Open Innovation; Strategic Management Journal; Alliance Partner; Explorative Learning; Alliance Portfolio (search for similar items in EconPapers)
Date: 2014
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-137-39450-7_10

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DOI: 10.1057/9781137394507_10

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