Managing Inbound Open Innovation Strategies in Context of the Business Model

Table of Contents

1. INTRODUCTION

1.1. OBJECTIVES

2. METHODOLOGY

3. DEFINITIONS AND THEORETICAL BACKGROUND

3.1. INNOVATION

3.1.1. THE BASIC CONCEPT OF INNOVATION

3.1.2. TYPES OF INNOVATIONS AND THEIR ECONOMIC RELEVANCE

3.1.3. THE OPEN INNOVATION PARADIGM

3.1.4. ILLUSTRATION OF CORE OPEN INNOVATION ACTIVITIES

3.2. THE BUSINESS MODEL

3.2.1. LATEST BUSINESS MODEL CONCEPTS

3.2.2. AN ORGANIZATIONAL BUSINESS MODEL CONCEPT

3.3. THE CONTINGENCY FRAMEWORK

3.3.1. MARKET-BASED INNOVATION STRATEGY

3.3.2. CROWD-BASED INNOVATION STRATEGY

3.3.3. COLLABORATIVE INNOVATION STRATEGY

3.3.4. NETWORK-BASED INNOVATION STRATEGY

4. THEORETICAL EXAMINATION AND ANALYSIS OF THE FRAMEWORK

4.1. THE ADOPTION OF OPEN INNOVATION – RECENT INSIGHTS

4.2. ANALYSIS OF THE CONTINGENCY FRAMEWORK

4.2.1. EXAMINATION OF OPEN INNOVATION STRATEGIES

4.2.2. EXAMINATION OF SUCCESSFUL OPEN BUSINESS MODELS

5. EMPIRICAL APPLICATION OF THE CONTINGENCY FRAMEWORK

5.1. THE INTERVIEW GUIDE

5.2. CASE STUDY OF NOVO NORDISK

6. DISCUSSION

7. CONCLUSION

Research Objectives and Themes

This thesis examines how firms can effectively align their inbound Open Innovation Strategies (OIS) with supportive Business Model (BM) designs to gain competitive advantages. By introducing and applying a contingency framework, the work aims to provide managers and entrepreneurs with a tool to systematically bridge the gap between innovation activities and organizational structure.

• Theoretical exploration of Open Innovation and Business Model concepts.
• Development and analysis of a contingency framework for innovation management.
• Investigation of the alignment between OIS and BM design parameters.
• Empirical case study application at Novo Nordisk.

Excerpt from the Thesis

Summary of Chapters

1. INTRODUCTION: Outlines the rise of Open Innovation due to competitive pressure and the need for firms to reorganize their business models to manage these activities effectively.

2. METHODOLOGY: Describes the approach taken to examine the contingency framework, including the interdisciplinary literature review and the qualitative case study method.

3. DEFINITIONS AND THEORETICAL BACKGROUND: Introduces core concepts of innovation, the Open Innovation paradigm, Business Model design, and the specific contingency framework for aligning strategies.

4. THEORETICAL EXAMINATION AND ANALYSIS OF THE FRAMEWORK: Analyzes the adoption of Open Innovation based on recent industry insights and theoretically evaluates the proposed framework's adequacy.

5. EMPIRICAL APPLICATION OF THE CONTINGENCY FRAMEWORK: Provides an application of the framework through an expert interview and a detailed case study of the pharmaceutical company Novo Nordisk.

6. DISCUSSION: Reviews the findings of the thesis, critically assessing the strengths and limitations of the contingency framework in practice.

7. CONCLUSION: Summarizes the key findings and confirms the hypothesis that the contingency framework is an effective tool for aligning inbound innovation strategies with business model designs.

Keywords

Open innovation, business model, inbound innovation strategies, contingency framework, R&D management, knowledge sourcing, Novo Nordisk, firm innovation, organizational structure, strategy alignment, competitive advantage, innovation management, technology transfer, user innovation, process innovation.

Frequently Asked Questions

What is the primary focus of this thesis?

The thesis explores how firms can successfully manage and align their "inbound" Open Innovation Strategies with their organizational Business Models to maintain competitive advantage.

What are the central themes of the research?

Key themes include the evolution of innovation paradigms, the classification of Open Innovation strategies (market, crowd, collaborative, network), and the structural and governance components of Business Models.

What is the core objective of the work?

The goal is to determine how firms can systematically match specific inbound Open Innovation activities with equivalent, supportive Business Model designs to minimize risks and maximize innovation performance.

Which research methodology is employed?

The research uses a qualitative, explorative approach, combining an interdisciplinary literature review with an expert interview and a single-case study of the pharmaceutical firm Novo Nordisk.

What does the main part of the thesis cover?

It covers the theoretical grounding of innovation and Business Models, the detailed mechanics of the contingency framework, an analysis of how these are adopted in various industries, and an empirical case study validation.

Which keywords best characterize this work?

Open innovation, business model, inbound innovation strategies, contingency framework, and organizational innovation.

Why was Novo Nordisk chosen as a case study?

Novo Nordisk was selected as an example of a pharmaceutical company that effectively navigates the tension between internal R&D core competencies and the necessity of external knowledge sourcing.

What is the main finding regarding the contingency framework?

The findings suggest that the framework serves as a holistic, advantageous tool for managers to reorganize their companies, ensure strategic consistency, and better manage the complexities of Open Innovation.