The Uses and Risks of Open Innovation
OVERVIEW: Current approaches to open innovation can be characterized in two general categories: open-boundary innovation and open-source innovation. Open-boundary innovation is designed to source new technology and concepts broadly without surrendering control of the innovation process, while open-source innovation is a more radical model that challenges fundamental assumptions about the nature of the corporation. The appropriate corporate response to open-source innovation is difficult to define, as the risks are unknown. However, as open-source movements gather steam, corporate innovators will need to consider whether and how to approach open-source innovation.
SITUATIONAL LOGIC: AN ANALYSIS OF OPEN INNOVATION USING CORPORATE ACCELERATORS
Open innovation is an innovation framework proposing that established firms use external sources as pathways to new ideas, technologies, business models and markets. Within this framework, established companies can use startups, or young, growth-oriented business to help them achieve radical or breakthrough innovations. In this paper, we focus on established firms which use “corporate accelerators” to run fast-moving, competitive programs in which startup companies participate. Our purpose is to identify inhibitors to the collaboration between established firms and startups in these accelerator programs. We conducted 27 interviews with participants from startups, established companies using startups as innovators, and the accelerator management who provided the platform for this engagement. Our theoretical framework is the social realist theory of Margaret Archer. This provides a conceptualisation of the reflexivity of the participants and the “situational logic” of conflict and competition in which they find themselves. We found that collaboration will be inhibited by conflicts in basic beliefs, or propositions, about concepts such as authority, autonomy and risk, as well as competition for material resources and personal goals.
The Business of Intellectual Property
FORWARD PREFACE 1. Reports from the Revolution I. Trade-Undressed - The Zeigenfelder Company (Trade dress) II. Copy Wrong and Copy Right Napster and Apple (Copyright) III. A Coke by Any Other Name The Coca-Cola Company (Trademark) IV. Securing the Borders with Patents Texas Instruments (Patent) 2. The Economics of Intellectual Property I. Premise II. Example III. Economic Systems IV. The Knowledge Economy V. The Intellectual Property Economy 3. Building Blocks of the Intellectual Property Economy I. Introduction II. The Information Hierarchy: Data, Information, Knowledge, Understanding and Wisdom III. Qualities of Information/Knowledge IV. Processing Information: Creativity, Invention and Innovation V. The Currency of Intellectual Property A. Patents B. Trade Secrets D. Trademarks E. Copyrights VI. Intellectual Capital 4. Strategic Implications for Business I. Introduction II. Evolution of the Concept of Strategy III. The Views of Business Strategy A. External Competitive Forces B. Internal - Competence C. The Contingency Theory View IV. Hierarchy of Business Strategies A. Introduction B. Corporate Strategy C. Business Unit Level Strategy D. Functional Level Strategy E. Functional Strategies F. Business Unit Strategies V. Strategy Development A. The Strategic Plan B. The Business Model VI. Competitive Position A. Michael Porter VII. Intellectual Property and Competitive Position 5. The Economics of Innovation I. Individual Motivation II. Enterprise Motivations III. Do Organizational and Individual Motivations Work Against Each Other? IV. Economics of Innovation 6. The Linkage Between Innovation, Business and Intellectual Property I. Relationship of Innovation and Intellectual Property? A. The Output of Innovation is Intellectual Property B. Defining Success 1. The Innovators Perspective 2. The organizational Perspective II. Relationship of Innovation and Business III. Relationship of Intellectual Property and Business IV. Forging the disciplines of innovation, intellectual property protection and business 7. Fundamentals of Intellectual Property Strategy I. Introduction II. Examples of Successful Strategies A. Trademark The Coca-Cola Company B. Patents General Electric C. Copyrights Walt Disney Productions D. Trade Secrets - III. Assets needed to effectively compete The linkage to Business and Innovation Strategy IV. Acquisition A. Internal development B. Extrenal Acquisition C. Open Innovation V. Protection VI. Leverage VII. Relation of IP Strategy to Business Strategy 8. Acquisition Strategies I. Sources of IP A. Internal B. External Sources C. Open Innovation II. Acquiring Internally Developed IP A. Identifying Internally Developed IP B. Documenting of Internally Developed IP C. Assessing Internally Developed IP D. Transfering Internally Developed IP E. Communicating of Internally Developed IP III. Acquiring IP from Outside sources A. Identifying Outside Sources of IP B. Documenting Externally Developed IP C. Assessing Externally Developed IP D. Transferring Externally Developed IP E. Communicating Externally Developed IP 9. Protection Strategies I. Layering IP II. Building a portfolio III. Building a streamlined portfolio IV. Examples 10. Leveraging the Strategic Value of IP Through Enforcement I. Enforcement II. Competitive Intelligence III. Enforce or License Decision IV. Examples A. Coca-Cola Product Substitution Program B. Monsanto - Patent Enforcement Program C. Disney Copyright Enforcement Program 11. Leveraging the Strategic Value of IP Through Licensing I. Licensing for Revenue II. BMI and ASCAP III. Patent Pools IV. Licensing V. Cross licensing VI. Transfer 12. Leveraging the Strategic Value of IP within the construct of economic and social policies I. Standards Bodies II. Securitizing III. Auctions IV. IP as the Business A. Example - Lemelson B. Example - Intellectual Ventures V. Antitrust VI. Public Relations 13. International Strategies I. International Treaties II. Differing Legal Systems A. Advanced (US, Europe, Japan) B. Evolving (India, Argentive) C. Rudimentary ( TBD) III. Costs 14. Portfolio Management Strategies I. Portfolio Theory II. Elements of Intellectual Property Portfolio Management A. Managing IP Investments B. Optimizing portfolio C. Allocating Resources D. Managing the Pipeline III. Examples 15. Strategic Framework For IP Programs I. Overview II. Developing The Strategic Framework III. Acquiring Intellectual Property IV. Protecting Intellectual Property V. Leveraging Intellectual Property VI. Managing Intellectual Property VII. Evolution of Straegic Framework A. Rudimentary B. Defensive C. Ramp-up D. Revenue Generating E. Strategic VIII. Implementing the Strategic Framework 16. Industry Specific Strategies I. Telecommunications II. Information Technology III. Pharmaceuticals IV. Energy Production V. Retailing VI. Financial VII. Examples A. Whirlpool B. Wrigley C. ITW APPENDIX I. Intellectual Property Law for Business Owners A. Trade Secrets B. Trademarks C. Trade Dress D. Right of Publicity E. Copyright F. Patents G. Design Patents H. Mask works TABLE OF CASES INDEX