The Role Of Knowledge Transfer In Open Innovation

The ways in which codified and tacit knowledge are sourced, transferred, and combined are critical in furthering open innovation. When used effectively, knowledge sharing and organizational success are significantly increased, improving products and services. The Role of Knowledge Transfer in Open Innovation is a collection of innovative research on a set of analyses, reflections, and recommendations within the framework of knowledge transfer practices in different areas of knowledge and in various industries. While highlighting topics including tacit knowledge, organizational culture, and knowledge representation, this book is ideally designed for professionals, academicians, and researchers seeking current research on the best practices for transfer of knowledge as an intermediate open innovation.

In order to strive for a competitive advantage in their industry, organizations have begun achieving innovation through knowledge-driven learning models to ensure that organizational activities are efficient and effective. Learning Models for Innovation in Organizations: Examining Roles of Knowledge Transfer and Human Resources Management provides relevant theoretical frameworks and empirical research findings to enhance knowledge management and learning competencies for organizational activities. This book offers assistance and guidance to managers and professionals of innovation firms, learning organizations, and other work communities through tools, techniques, and strategic suggestions for improvement.

Knowledge transfer between universities, business and the community is a topical subject of increasing importance. The first International Conference on 'Innovation through Knowledge Transfer: Research with Impact', InnovationKT'09, held in Kingston, London, UK, provided a rare and welcome opportunity to share some of the successes of knowledge transfer. The conference attracted 150 delegates and featured 42 oral presentations. This volume, representing the proceedings of the conference, contains 35 papers based on selected conference presentations. The papers are divided into seven sections entitled ‘Key Knowledge Transfer Perspectives’, ‘Knowledge Transfer Case Studies’, ‘Innovative Knowledge Transfer Techniques’, ‘Strategic and Organisational Approaches to Knowledge Transfer’, ‘Knowledge transfer in the Arts and the Community’, ‘Knowledge Transfer Methodology and Practice’ and ‘Innovation and Enterprise’. The first InnovationKT conference was unique in gathering such a tremendous range of knowledge transfer experience and expertise. This volume forms a valuable resource for all those who are involved in knowledge transfer, or wish to know more about it. University academics can read examples of ways in which research can be commercialised, increasing impact and improving relevance. Knowledge transfer practitioners can find out about best practice in their subject and read case studies. Companies can read about how universities can help find solutions to their problems. We recommend this volume as a statement of the benefits that knowledge transfer can bring to all those involved.

Across the world there is growing awareness of the importance of innovation and knowledge transfer. Innovation in the sense of generating new knowledge and making better use of existing knowledge, coupled with knowledge transfer and sharing paradigms, have never been more relevant to the universities, industry, commerce and the third sector. This volume represents the proceedings of the Innovation through Knowledge Transfer 2012 Conference which formed an excellent opportunity to disseminate, share and discuss the impact of innovation, knowledge sharing, enterprise and entrepreneurship. The volume contains papers presented at a Workshop on ‘The Meta Transfer of Knowledge: Challenges in the Transfer of Knowledge in Industry’, others from thematic sessions on ‘Next-Practice in University Based Open Innovation’, ‘Social Innovation and Related Paradigms’, ‘Engagement with Industry and Commerce’ and ‘Knowledge Exchange’. All papers were thoroughly reviewed by referees knowledgeable in practical and theoretical aspects of the subject.

Innovation managers and innovation scholars increasingly emphasize the open innovation model, introduced by Henry Chesbrough in 2003. This model postulates that the innovation process should be flexible and cross organizational boundaries, which enables the transfer of knowledge and capabilities between organizations. However, until now, it remained unclear which types of firms apply open innovation, whether it realy raises their performance, and how this can be managed in the best way. This book addresses the important issue how innovative firms profit from external knowledge to improve their innovation performance. Using large scale empirical evidence from the Dutch industry, this book shows that especially Small and Medium sized Enterprises (SMEs) and firms from low-tech sectors have increasingly adopted open innovation strategies over the period 1994-2004, and are clearly catching up large and high-tech firms. The results indicate that firms pursuing an open innovation strategy perform better with regard to innovation than firms that innovate exclusively in-house. In contrast to the common opinion that large Mergers & Acquisitions (M&As) are bad for innovation, it turns out that M&As have a positive impact on long-term innovation performance. In times of economic cricis this can be an extra argument for governments to back large scale M&As. Large (medium) high-tech M&As in the life sciences industry were analysed in-depth, to investigate the dynamics of post M&A integration. This book shows the different types of innovation synergies that can be expected from M&As and how they can be realized by systematic post M&A integration. Finally, this book studies how innovation brokers fulfill essential roles in innovation networks of SMEs in the agri-food sector. It provides guidelines for managers in innovation networks to improve the performance of these networks.

A guide to maximizing the impact of work done at public research institutions and universities to boost innovation and growth.

'Research on open innovation has been developed exponentially in the last five years, but strong empirical evidence on several research questions is still lacking. The authors offer via detailed large scale empirical research, interesting answers on how to manage open innovation and how to shape policy conditions that lead to more open innovation.' – Wim Vanhaverbeke, University of Hasselt, Belgium Open innovation is about firms' external relations with other firms and organisations. It is a topic which has attracted an immense amount of attention, but which has also been heavily criticised due to the diversity of the ideas and fuzziness of its key concepts. To date, the bulk of the literature on open innovation draws on case study material to illustrate the operation of firms in an anecdotal way. By contrast, this book examines open innovation practices by using large-scale datasets and stresses their impact on firm performance. The authors examine four key issues: differences between firms in open innovation practices, public funding to enhance external relations, R&D outsourcing of firms, and the role of human resources in R&D and innovation. The conceptual and measurement issues attached to open innovation explored in this timely book will prove essential to academics. Practitioners from large firms who are closely engaged in the practical organisation of open innovation will benefit from the authors' insights on outsourcing R&D and the need for the right kinds of human resources.