APPENDIX A. Table A1: Detailed characteristics of open innovation grouped into three sub-domains from the literature review. Themes Examples References Characteristics Open "Competitive Dahlander in innovation advantage often and Gann inbound and defined as: comes from (2010); outbound inbound open Lichtenthaler innovations. innovation, which Boundaries is the practice of Bianchi et al. become leveraging the 2010); discoveries of Chiaroni et membrane. others. Companies al. (2009); Industry need not and Chesbrough penetration indeed should not (2007); (from pioneers rely exclusively Gassmann, to established on their own Enkel and companies), R&D. In addition, Chesbrough now involved outbound open (2010); both high- and innovation Chiaroni et low-tech suggests that al. (2010); industries, rather than relying Badawy enterprises and entirely upon (2010); SMEs, internal paths to Bower and production and market, companies Christensen service can look for (1996); West companies, external and changes in the organizations with Gallagher processes business models (2006) (from stage that are better Ronnberg gate to probe suited to and and learn). commercialize a Frishammor given technology" (2010); (Chesbrough, Enkel et al. 2007, p. xxx). (2009) Networks: University Chesbrough Increase search laboratories (2003 and breadth and Suppliers 2007); search depth. Customers BargeGil Establish Competitors (2010); organizational Consultants Chiaroni et roles for the Public research al. (2009 and implementation Organizations 2010); Praest of open Venture capital Knudsen and innovation Startups Bøtker strategies. Intermediaries Mortensen Manage the Intragroup (2010); interface for cooperation Howells networking Separate R&D (2006); with external centers Lichtenthaler
APPENDIX A. Table A1: Detailed characteristics of open innovation grouped into three sub-domains from the literature review. Themes Characteristics Examples References Open innovation defined as: in inbound and outbound innovations. Boundaries become membrane. Industry penetration (from pioneers to established companies), now involved both high- and low-tech industries, enterprises and SMEs, production and service companies, changes in the processes (from stage gate to probe and learn). "Competitive advantage often comes from inbound open innovation, which is the practice of leveraging the discoveries of others. Companies need not and indeed should not rely exclusively on their own R&D. In addition, outbound open innovation suggests that rather than relying entirely upon internal paths to market, companies can look for external organizations with business models that are better suited to commercialize a given technology" (Chesbrough, 2007, p. xxx). Dahlander and Gann (2010); Lichtenthaler Bianchi et al. 2010); Chiaroni et al. (2009); Chesbrough (2007); Gassmann, Enkel and Chesbrough (2010); Chiaroni et al. (2010); Badawy (2010); Bower and Christensen (1996); West and Gallagher (2006) Ronnberg and Frishammor (2010); Enkel et al. (2009) Networks: Increase search breadth and search depth. Establish organizational roles for the implementation of open innovation strategies. Manage the interface for networking with external University laboratories Suppliers Customers Competitors Consultants Public research Organizations Venture capital Startups Intermediaries Intragroup cooperation Separate R&D centers Chesbrough (2003 and 2007); BargeGil (2010); Chiaroni et al. (2009 and 2010); Praest Knudsen and Bøtker Mortensen (2010); Howells (2006); Lichtenthaler
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