Ecosystems have been present in the fields of economics and management for decades, and in recent years they have experienced rapid development. However, there is still no consensus on the definition of an innovation ecosystem. Using concrete examples, The Innovation Ecosystem as a Source of Value Creation proposes a unique model in order to refine the understanding, functions, advantages and disadvantages of innovation ecosystems. This model is based on both the iterative network and integrated value chain. The network supports the collaboration between actors and favors asset transfers articulated around the innovation process. This book highlights the transfer processes at work in the innovation ecosystem, as well as the roles of the actors in this integrated value chain. It presents how value creation is articulated around knowledge to generate value shared by all of the actors in the innovation ecosystem.

Ecosystems have been present in the fields of economics and management for decades, and in recent years they have experienced rapid development. However, there is still no consensus on the definition of an innovation ecosystem. Using concrete examples, The Innovation Ecosystem as a Source of Value Creation proposes a unique model in order to refine the understanding, functions, advantages and disadvantages of innovation ecosystems. This model is based on both the iterative network and integrated value chain. The network supports the collaboration between actors and favors asset transfers articulated around the innovation process. This book highlights the transfer processes at work in the innovation ecosystem, as well as the roles of the actors in this integrated value chain. It presents how value creation is articulated around knowledge to generate value shared by all of the actors in the innovation ecosystem.

This study examines whether and how firms create value by making their innovations free and non-proprietary open source technologies, a possibility that runs counter to the central tenet in strategy regarding the control of private knowledge as a key to profiting from innovation. In exploring this counterintuitive conjecture, we focus on the stock market reactions as a forward-looking indicator of value creation and connect the literature of innovation ecosystems with investors' reactions to firm strategies. More specifically, we argue that the stock market positively reacts to firms' release of innovation as open technologies, because it constitutes an effective ecosystem disclosure strategy that not only enables investors to fully evaluate the value of the underlying innovation ecosystem, but also creates new opportunities for ecosystem expansion and maintaining more efficient coordination and collaboration in ways that creates value. In turn, we further argue that shock market reactions to the disclosure of open technologies are positively influenced by a firm's proprietary innovations that ease the value capture within an ecosystem, while they are negatively affected by the potential of non-proprietary open collaboration opportunities that present high opportunity cost in the process of value appropriation through ecosystem collaboration. We also propose that the effect of those drivers would be accentuated by the technological interdependencies of the released technology. Those arguments are fully supported in our empirical analysis of 2,738 release of open-source software programs by 132 public companies in the software development industry. Our analysis shows that, on average, a release of innovation as open technologies created a 0.34% cumulative abnormal return for the disclosing company. We discuss implications for the understanding of innovation ecosystems and the development of value creation of open technologies.#

How can great companies do everything right - identify real customer needs, deliver excellent innovations, beat their competitors to market - and still fail? The sad truth is that many companies fail because they focus too intensely on their own innovations, and then neglect the innovation ecosystems on which their success depends. In our increasingly interdependent world, winning requires more than just delivering on your own promises. It means ensuring that a host of partners -some visible, some hidden- deliver on their promises, too. In The Wide Lens, innovation expert Ron Adner draws on over a decade of research and field testing to take you on far ranging journeys from Kenya to California, from transport to telecommunications, to reveal the hidden structure of success in a world of interdependence. A riveting study that offers a new perspective on triumphs like Amazon's e-book strategy and Apple's path to market dominance; monumental failures like Michelin with run-flat tires and Pfizer with inhalable insulin; and still unresolved issues like electric cars and electronic health records, The Wide Lens offers a powerful new set of frameworks and tools that will multiply your odds of innovation success. The Wide Lens will change the way you see, the way you think - and the way you win.

The purpose of the book is to devise an alternative conceptual vocabulary for studying innovation by stressing the role of social, contextual and cultural perspectives. This vocabulary is drawn on a service and on sociological perspectives on innovation based on the ontological assumption that innovation is a value co-creation matter and that it takes place in a reality that is multiple, constructed and socially embedded. The aim is to tackle key issues such as social construction, service innovation, knowledge and learning processes, value (co) creation, innovating and innovation activities networking and collaborative innovation.

Fransman explains how innovation happens and which factors can help or hinder, by treating innovation as a systemic phenomenon, or ecosystem of players and processes. It will appeal to economists, other social scientists, business people, policy makers, and anyone interested in innovation and entrepreneurship.

Drawing upon real-world examples from across the globe, Lee and Lim explain the fundamentals of innovation, introduce emerging innovation tools, and outline new innovation strategies in order to demonstrate how innovation can contribute to the greater social good.

While innovation is widely recognised as being critical to organisational success and the well-being of societies, it requires careful management to ensure that innovation processes have the best possible impact. This volume provides a wide range of perspectives on the nature of innovation management and its influences.

Have you ever wondered why even large companies fail when faced with changes in their environment? Would you be surprised to learn that the average life expectancy of a Fortune 500 company is below 50 years? This book presents findings from 19 case studies in multinational companies such as Siemens, Volkwagen, General Electric, Philips and Deutsche Telekom. René Rohrbeck proposes a Maturity Model to assess how prepared a company is to respond to external (disruptive) change. He uses data from 107 interviews with board members, corporate strategists, innovation managers, and corporate foresight professionals to present and discuss best practices. Using illustrations to show the complex interaction of corporate foresight with other units such as innovation and strategic management, René Rohrbeck provides the reader with rich insights on how to make an organization agile and reactive towards change. For scholars this book proposes multiple hypotheses and frameworks for future research.

A growing number of research and development-driven companies are located in knowledge-based ecosystems. Value creation by these ecosystems draws on the dynamics of single firms (interacting and partnering) as well as the ecosystem at large. Drawing on a field study of a Dutch high-tech campus, two key sources of value creation are identified: (1) facilitation of the innovation process for individual companies and (2) creation of an innovation community. Furthermore, the coevolution of the ecosystem's business model with firm-level business models explains why technology-based firms join, stay in, or leave the ecosystem at a certain point in time. A remarkable finding is that ecosystem managers have to deliberately facilitate exit routes for companies that no longer fit the ecosystem in order to enhance and reinforce its business model. As such, this study suggests a dynamic capability perspective on knowledge-based ecosystems that need to develop a business model at the ecosystem level to create sufficient innovative capacity and entrepreneurial fitness.