|
|
Relational Governance of Open Innovation Based on the Process Management Perspective |
Zhang Hua1,2,Gu Xin1,3,Wang Tao1 |
(1.Business School,Sichuan University,Chengdu 610064,China;2.School of Economics and Management,Zhaoqing University,Zhaoqing 526061,China;3.Chengdu Soft Innovation Intelligence Association,Chengdu 610023,China) |
|
|
Abstract Open innovation integrates value creation and value capture,which plays a positive role in facilitating cooperative R&D and commercialization of knowledge.However,many relational governance issues such as strategic divergence and benefit conflict among organizations affect the innovation performance and commercialization efficiency,which have become the major obstacle to the practice of open innovation.Based on the process management perspective of "knowledge exploration→knowledge integration→commercialization",this paper investigates the formation mechanism of relational governance in open innovation and puts forward a framework about relational governance.It finds that maintaining the dynamic balance between value creation and value capture is the crucial measure to constrain organizations’ cooperative behaviors in open innovation,the combination of trust and relational norms will play a key role in relational governance.It also finds that internal rules and external behaviors will enhance innovation performance and relationship quality among organizations.The findings provide theoretical support for the relational governance of open innovation.
|
Received: 09 September 2019
|
|
|
|
|
[1] CHESBROUGH H.The future of open innovation[J].Research-Technology Management,2017,60(1): 35-38.[2] CHESBROUGH H,LETTL C,RITTER T.Value creation and value capture in open innovation[J].Journal of Product Innovation Management,2018,35(6): 930-938.[3] CHOU H-H,ZOLKIEWSKI J.Coopetition and value creation and appropriation:the role of interdependencies,tensions and harmony[J].Industrial Marketing Management,2018,70: 25-33.[4] LICHTENTHALER U.A note on outbound open innovation and firm performance[J].R&D Management,2015,45(5): 606-608.[5] CASSIMAN B,VALENTINI G.Open innovation:are inbound and outbound knowledge flows really complementary[J].Strategic Management Journal,2016,37(6): 1034-1046.[6] 张振刚,陈志明,李云健.开放式创新、吸收能力与创新绩效关系研究[J].科研管理,2015,36(3): 49-56.[7] LAURSEN K,SALTER A J.The paradox of openness: appropriability,external search and collaboration[J].Research Policy,2014,43(5): 867-878.[8] LAURITZEN G D,KARAFYLLIA M.Perspective: leveraging open innovation through paradox[J].Journal of Product Innovation Management,2019,36(1): 107-121.[9] ALMIRALL E,CASADESUS-MASANELL R.Open versus closed innovation:a model of discovery and divergence[J].Academy of Management Review,2010,35(1):27-47.[10] DYER J H,SINGH H,HESTERLY W S.The relational view revisited: a dynamic perspective on value creation and value capture[J].Strategic Management Journal,2018,39(12): 3140-3162.[11] FELIN T,ZENGER T R.Closed or open innovation? problem solving and the governance choice[J].Research Policy,2014,43(5): 914-925.[12] BOUNCKEN R B,CLAUB T,FREDRICH V.Product innovation through coopetition in alliances: singular or plural governance[J].Industrial Marketing Management,2016,53: 77-90.[13] 赵振.开放式创新效能提升的制度基础: 关系治理还是契约治理[J].科技进步与对策,2016,33(1): 101-107.[14] LICHTENTHALER U.Open innovation: past research,current debates,and future directions[J].Academy of Management Perspectives,2011,25(1): 75-93.[15] STEFAN I,BENGTSSON L.Unravelling appropriability mechanisms and openness depth effects on firm performance across stages in the innovation process[J].Technological Forecasting and Social Change,2017,120: 252-260.[16] NONAKA I,TAKEUCHI H.The knowledge-creating company: how Japanese companies create the dynamics of innovation[M].Oxford: Oxford University Press,1995.[17] KATILA R,AHUJA G.Something old,something new: a longitudinal study of search behavior and new product introduction[J].Academy of Management Journal,2002,45(6): 1183-1194.[18] 魏江,徐蕾.知识网络双重嵌入、知识整合与集群企业创新能力[J].管理科学学报,2014,17(2): 34-47.[19] ZAHRA S A,GEORGE G.Absorptive capacity: a review,reconceptualization,and extension[J].Academy of Management Review,2002,27(2): 185-203.[20] ZOBEL A-K.Benefiting from open innovation: a multidimensional model of absorptive capacity[J].Journal of Product Innovation Management,2017,34(3): 269-288.[21] TEECE D J.Reflections on profiting from innovation[J].Research Policy,2006,35(8): 1131-1146.[22] ANTONS D,PILLER F T.Opening the black box of not invented here: attitudes,decision biases,and behavioral consequences[J].Academy of Management Perspectives,2015,29(2): 193-217.[23] WATHNE K H,HEIDE J B.Opportunism in interfirm relationships: forms,outcomes,and solutions[J].Journal of Marketing,2000,64(4): 36-51.[24] CAO Z,LUMINEAU F.Revisiting the interplay between contractual and relational governance: a qualitative and meta-analytic investigation[J].Journal of Operations Management,2015,33-34: 15-42.[25] WILLIAMSON O E.The economic institutions of capitalism[M].New York: The Free Press,1985.[26] MACNEIL I R.The many futures of contracts[J].Southern California Law Review,1974,47(3): 691-816.[27] LIU Y,LUO Y,LIU T.Governing buyer-supplier relationships through transactional and relational mechanisms: evidence from China[J].Journal of Operations Management,2009,27(4): 294-309.[28] ZAHEER A,MCEVILY B,PERRONE V.Does trust matter? exploring the effects of interorganizational and interpersonal trust on performance[J].Organization Science,1998,9(2): 141-159.[29] JAP S D,GANESAN S.Control mechanisms and the relationship life cycle: implications for safeguarding specific investments and developing commitment[J].Journal of Marketing Research,2000,37(2): 227-245. |
|
|
|