Special Issue of Journal of Product Innovation Management: "Value Capture in Open Innovation Systems: Value at the Surface"
Motivation for the Special Issue
Open innovation has received increased attention from scholars and practitioners alike over the last decade. The core tenet of open innovation research is that environmental uncertainty and the complexities of innovation have led to increased permeability of organizational boundaries and, thus, require companies to interact with their stakeholders along the innovation process in more open ways (Chesbrough, 2003). Literature on open innovation has mainly looked at collaborative value creation processes (e.g. von Hippel, 2005; Boudreau and Lakhani, 2009). However, without considering the complementary value capture processes, our understanding of open innovation and its impact on firm performance or industry evolution will be limited (Chesbrough and Appleyard, 2007). Focusing on the interface of value creation and value capture urges research designs that study open innovation systems from both a creation and a capture perspective.
According to Appleyard and Chesbrough (2017), open innovation system designs need to be examined from a longitudinal point of view: Firms have a choice of being open or closed over time, and sometimes change their approach from where it began. Previous literature has regarded the choice of openness to be a one-shot choice, in which the resulting decision would be fixed thereafter (e.g. von Hippel, 2016). This results in configurations where collaborating actors start out as being open and continue to be open (open-open) or where actors begin with a closed approach and stay closed over time (closed-closed). Recent events, however, reveal that this is an incomplete reflection of reality, where some projects that began as proprietary have moved to become open (closed-open), while other projects that began as open have subsequently become proprietary (open-closed) (Appleyard and Chesbrough, 2017).
The described four configurations are illustrated in the 2x2-matrix below:
Figure 1: Dynamics along the Open-Closed Strategy Continuum
(from Appleyard and Chesbrough, 2017)
Focus of the Special Issue
The purpose of this special issue is to spur research on an important gap in the literature on open innovation: The interface of value creation and value capture in open innovation systems. The aim is to provide insights on open innovation strategies of actors over time resulting in the four basic configurations as outlined above (i.e., studying these four configurations over time through the lens of value creation and value capture).
Under which conditions can we expect a specific configuration? What factors induce actors to change their strategy from open to closed (or vice versa)? In the open-open configuration, value is often created in a truly collaborative and synergetic manner. In such settings, it is difficult to ex ante define or ex post disentangle the scope of each actor’s individual contribution (Fjeldstad, Snow, Miles and Lettl, 2012). Thus, the question arises how value is and should be captured in such a configuration. Why do some actors continue to stay closed? What is role of free revealing (von Hippel, 2005) and selective revealing (Henkel, 2006) in establishing, and later sustaining, such a configuration?
Studying one or more of the four different outlined configurations includes questions such as: how value capture-related arrangements emerge, how they are designed, and which consequences they have. Potential topics for this special issue may include, but are not limited to:
Design of value capture mechanisms: How can value be distributed among the creators (Adner, 2014); how to design intellectual property rights and contracts in open innovation systems (Chesbrough, 2006); what kind of arrangements are possible; what kind of arrangements need to be developed;
Antecedents of value capture mechanisms: What determines the choice of value capture mechanisms; what determines the share of value for a contributor; which factors determine the specific value capture of specific partners in open innovation systems?
Consequences of value capture mechanisms: How does value capture enable or hinder open innovation development; which mechanism works best under varying conditions;
Emerging value capture mechanisms: How do value capture-related arrangements emerge in open innovation systems; how and why do they change over time;
Fairness in open innovation systems: How does perceived fairness of value capture influence stakeholders’ future action (Lifshitz-Assaf, 2016); antecedents and forms of fairness;
Trust in open innovation systems: The role of trust when capturing value in open innovation systems; trust vs. contracts in open innovation systems.
We welcome both conceptual and empirical contributions. Empirical research may involve quantitative or qualitative methods.
Review Process Timeline
Submission due date: January 15, 2018
First round decisions: April 1, 2018
First revision due date: August 1, 2018
Second round decisions: November 1, 2018
Second revision due date: March 1, 2019
Third round decisions: June 1, 2019
Final editorial decisions: July 1, 2019
Submission Process Details
Submissions to the special issue should be sent electronically through the JPIM ScholarOne System (http://mc.manuscriptcentral.com/jpim). Authors need to clearly indicate in their submission information and letter that their manuscript is for the Special Issue on “Value Capture in Open Innovation Systems.” All submissions will be subject to a double-blind review process followed by JPIM. All manuscripts must be original, unpublished works that are not concurrently under review for publication elsewhere. All submissions should conform to the JPIM manuscript submission guidelines available here. Questions about this special issue may be directed to the guest editors.
Henry Chesbrough Faculty Director Garwood Center for Corporate Innovation UC Berkeley-Haas School of Business firstname.lastname@example.org
Christopher Lettl Director of the Institute for Strategy, Technology and Organization Department of Strategy and Innovation Vienna University of Economics and Business email@example.com
Thomas Ritter Department of Strategic Management and Globalization Copenhagen Business School firstname.lastname@example.org
Adner, R. 2012. The Wide Lens: A new strategy for innovation.
Appleyard, M. and H. Chesbrough. 2017. The dynamics of open strategy, forthcoming, Long Range Planning
Boudreau, K. and K. Lakhani. 2009. How to manage outside innovation. Sloan Management Review 50 (4): 69-76.
Chesbrough, H. 2003. Open innovation: the new imperative for creating and profiting from technology. Boston, USA: Harvard Business School Press.
Chesbrough, H. 2006. Open business models: How to thrive in the new innovation landscape. Harvard Business School Press.
Chesbrough, H. and M. Appleyard. 2007. Open Innovation and Strategy. California Management Review, 50 (1): 57-76.
Fjelstad, O., C. Snow, R. Miles, C. Lettl. 2012. The architecture of collaboration. Strategic Management Journal 33: 734-750.
Henkel, J. 2006. Selective revealing in open innovation processes: The case of embedded Linux. Research Policy 35 (7): 953–969.
Lifshitz-Assaf, H. 2016. Dismantling Knowledge Boundaries at NASA: From Problem Solvers to Solution Seekers (May 14, 2016). Available at SSRN: https://ssrn.com/abstract=2431717 or http://dx.doi.org/10.2139/ssrn.2431717
Von Hippel, E. 2005. Democratizing innovation. Cambridge, USA: MIT Press.
Von Hippel, E.2016. Free innovation, Cambridge, USA: MIT Press.
Released: March 3, 2017, 11:31 am
| Updated: March 3, 2017, 12:44 pm