انتخاب یک جامعه نوآوری آزاد
ترجمه نشده

انتخاب یک جامعه نوآوری آزاد

عنوان فارسی مقاله: انتخاب یک جامعه نوآوری باز به عنوان شریک پیوستگی: به دنبال جوامع و اکوسیستم های سالم
عنوان انگلیسی مقاله: Selecting an open innovation community as an alliance partner: Looking for healthy communities and ecosystems
مجله/کنفرانس: سیاست تحقیق – Research Policy
رشته های تحصیلی مرتبط: مدیریت
گرایش های تحصیلی مرتبط: نوآوری تکنولوژی
کلمات کلیدی فارسی: پیوستگی استراتژیک، انتخاب شریک، جامعه منبع باز، نوآوری باز، اکوسیستم باز، مشارکت شرکتی با منبع باز، ارتباط بین شرکت و جامعه
کلمات کلیدی انگلیسی: Strategic alliances، Partner selection، Open source community، Open innovation، Open ecosystem، Company engagement with open source، Company-community relationship
نوع نگارش مقاله: مقاله پژوهشی (Research Article)
نمایه: Scopus – Master Journals List – JCR
شناسه دیجیتال (DOI): https://doi.org/10.1016/j.respol.2019.03.011
دانشگاه: Department of Digital Humanities, King’s College London, United Kingdom
ناشر: الزویر - Elsevier
نوع ارائه مقاله: ژورنال
نوع مقاله: ISI
سال انتشار مقاله: 2019
ایمپکت فاکتور: 6.281 در سال 2018
شاخص H_index: 206 در سال 2019
شاخص SJR: 3.409 در سال 2018
شناسه ISSN: 0048-7333
شاخص Quartile (چارک): Q1 در سال 2018
فرمت مقاله انگلیسی: PDF
تعداد صفحات مقاله انگلیسی: 16
وضعیت ترجمه: ترجمه نشده است
قیمت مقاله انگلیسی: رایگان
آیا این مقاله بیس است: خیر
آیا این مقاله مدل مفهومی دارد: ندارد
آیا این مقاله پرسشنامه دارد: ندارد
آیا این مقاله متغیر دارد: ندارد
کد محصول: E13621
رفرنس: دارای رفرنس در داخل متن و انتهای مقاله
فهرست انگلیسی مطالب

Abstract


1. Introduction


2. Background literature and theory


3. Methodology


4. Selecting an open source community as an alliance partner


5. Discussion and implications


6. Implications for research


7. Conclusion


Acknowledgements


Appendix A


References

نمونه متن انگلیسی مقاله

Abstract


Organizations build strategic alliances with other firms with the intent of tapping into partners’ resources and capturing long-term value from these relationships. Such partnerships are typically governed by contractual or equity arrangements with clear mutual obligations. More recently, however, organizations have begun to seek strategic partnerships with open innovation communities, which are novel digitally enabled forms of organizing, and where contractual commitments are not possible. Thus, selecting the right open innovation community as an alliance partner becomes a more complex decision. We follow how the organizational decision makers, in two technology firms that were pioneers of forming strategic alliances with open innovation communities, developed metrics around making such decisions. We build upon Shah and Swaminathan’s (2008) contingency model of alliance partner selection and consider how it applies to the case of partnering with open innovation communities. This framework was useful in to frame our findings, yet our work recognizes and builds upon two key differences: 1) the evaluation metrics used in selecting an open innovation community were more focused on value creation than value capture; and 2) open ecosystem considerations, and not just partner-specific metrics, featured prominently in this type of alliance partner evaluation. We develop the notions of community and ecosystem health to refer to these new metrics.


Introduction


Inter-organizational literature is rich in studies on how, and why, ties are built between organizations (Gulati and Gargiulo, 1999; Kenis and Knoke, 2002; Khanna and Rivkin, 2006), especially ties that enable digital innovation across an ecosystem (Helfat and Raubitschek, 2018; Nambisan et al., 2017). This body of work emphasizes how the desire to tap into resources more quickly than competition and innovate by combining diverse sources of expertise (Hoang and Rothaermel, 2005) compels organizations to look beyond their own boundaries (Lorenzoni and Lipparini, 1999; Parmigiani and Rivera-Santos, 2011). However, whereas firms are increasingly engaging with external partners for innovation and efficiency, how organizational decision makers actually pick an alliance partner is not well understood. We know that organizations are likely to choose partners that they had prior relationships with, but we know far less about how organizational decision makers actually conduct a potential partner evaluation (Furlotti and Soda, 2019). Although selecting an alliance partner is not a frequent decision in organizational life, organizations nonetheless develop routines around such evaluations, which constitute their alliance management capability (Li and Rowley, 2002). However, these capabilities may not be directly relevant when organizations are choosing a non-traditional partner with whom they cannot sign a formal contract or negotiate an equity arrangement (Poppo and Zenger, 2002 Reuer and Africa, 2007; Ryall and Sampson, 2009). This is particularly true when new, digitallyenabled forms of organizing are involved, and when organizations seek to partner with open innovation communities (Boudreau and Lakhani, 2013; Dahlander and Magnusson, 2005; Stam, 2009; West and Lakhani, 2008; Boudreau and Lakhani 2009).

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