开放式创新网络形成及演化的探索性案例研究

科研管理 ›› 2014, Vol. 35 ›› Issue (8): 51-58.

开放式创新网络形成及演化的探索性案例研究

彭华涛¹, Bert Sadowski²

1. 武汉理工大学管理学院, 湖北武汉 430070;
2. 埃因霍芬理工大学创新科学学院, 荷兰北布拉班特省埃因霍芬 5612AZ

收稿日期:2013-10-31 修回日期:2014-05-14 出版日期:2014-08-25 发布日期:2014-08-21
作者简介:彭华涛（1979-），男（汉），湖北天门人，武汉理工大学管理学院副教授，研究方向：创业网络。
Bert Sadowski（1962-），男，德国新勃兰登堡人，埃因霍芬理工大学创新科学学院副教授，研究方向：创新管理。
基金资助:
国家自然科学基金（青年科学基金）（70902051）（2010.1-2012.12）；国家科技部创新方法专项项目（2012IM021000）（2013.10-2014.10）；武汉市国际科技合作计划项目（2014030709020311）（2014.1-2015.12）；中央高校基本科研业务费专项资金（2013-Ib-067）（2013.1-2014.12）。

An exploratory case study on the formation and evolution of open innovation network

Peng Huatao¹, Bert Sadowski²

1. School of Management, Wuhan University of Technology, Wuhan 430070, Hubei, China;
2. School of Innovation Sciences, Eindhoven University of Technology, Eindhoven5612AZ, North Brabant, TheNetherlands

Received:2013-10-31 Revised:2014-05-14 Online:2014-08-25 Published:2014-08-21

摘要/Abstract

摘要： 企业如何在战略阶段演进中构建与战略网络与商业生态系统相互融合与共同演化的开放式创新网络，已成为开放式创新能否取得成效的关键。本文揭示了开放式创新网络与战略网络、商业生态系统的关联性及内在逻辑，运用探索性案例研究方法，以“每20分钟产生一项专利”的荷兰埃因霍芬高科技园区为研究对象，将园区开放式创新网络形成及演化3阶段的开放式创新网络概括为“1+0”、“1+N”、“N+N”3种形式，得出开放式创新网络的形成及演化取决于战略网络的类型和动态变化趋势以及商业生态系统中核心物种的生态位进化。

关键词: 开放式创新网络, 埃因霍芬高科技园区, 探索性案例研究

Abstract: How companies construct open innovation network which always integrate and co-evolve with strategic network and business ecosystem during strategic phases has been the key factors to influence the performance of open innovation. This paper explores the relevance and logic between open innovation network and strategic network, business ecosystem. In this paper, the High Tech Campus Eindhoven in the Netherlands which produces one patent in every 20 minutes was selected as the main study subject. By using exploratory case study, we find that during its formation and evolution process, the open innovation network can be generalized into three types: ‘1+0’, ‘1+N’ and ‘N+N’. We also find that the formation and evolution of open innovation network were decided by two factors, that is, types and evolution tendency of strategic network and the Niche evolution of core species in business ecosystem.

Key words: open innovation system, High Tech Campus Eindhoven, exploratory case study

中图分类号:

F270.7

彭华涛, Bert Sadowski. 开放式创新网络形成及演化的探索性案例研究[J]. 科研管理, 2014, 35(8): 51-58.

Peng Huatao, Bert Sadowski. An exploratory case study on the formation and evolution of open innovation network[J]. Science Research Management, 2014, 35(8): 51-58.

参考文献

[1] Lee S, Park G, Yoon B, et al. Open innovation in SMEs-An intermediated network model[J]. Research Policy, 2010, 39(2): 290-300. [2] Wincent J, Anokhin S, Boter H. Network board continuity and effectiveness of open innovation in Swedish strategic small-firm networks[J]. R&D Management, 2009, 39(1): 55-67. [3] Rohrbeck R, Hoelzle K, Gemünden H G. Opening up for competitive advantage-How Deutsche Telekom creates an open innovation ecosystem[J]. R&D Management, 2009, 39(4): 420-430. [4] Levin B M. Strategic networks: The emerging business organization and its impact on production costs[J]. International journal of production economics, 1998, 56: 397-405. [5] Lavie D, Lechner C, Singh H. The performance implications of timing of entry and involvement in multipartner alliances[J].Academy of Management Journal, 2007, 50(3): 578-604. [6] Partanen J, Möller K. How to build a strategic network: A practitioner-oriented process model for the ICT sector[J]. Industrial Marketing Management, 2012, 41(3): 481-494. [7] Kapoor R, Lee J M. Coordinating and competing in ecosystems: How organizational forms shape new technology investments[J]. Strategic Management Journal, 2013, 34(3): 274-296. [8] Cennamo C, Santalo J. Platform competition: Strategic trade-offs in platform markets[J]. Strategic Management Journal, 2013. [9] Soh P H. Network patterns and competitive advantage before the emergence of a dominant design[J]. Strategic Management Journal, 2010, 31(4): 438-461. [10] Harryson, S J.Entrepreneurship through relationships-navigating from creativity to commercialisation[J]. R&D Management, 2008,38(3):290-310. [11] Sanchez P, Ricart J E. Business model innovation and sources of value creation in low-income markets[J]. European Management Review,2010,(7):138-154. [12] Dittrich K, Duysters G, de Man A P. Strategic repositioning by means of alliance networks: The case of IBM[J]. Research Policy, 2007, 36(10): 1496-1511. [13] Sanchez P, Ricart J E. Rodriguez M A. Influential factors in becoming socially embedded in low income markets[J]. Greener Management International, 2007,51:19-38. [14] Foxon T J. A coevolutionary framework for analysing a transition to a sustainable low carbon economy[J]. Ecological Economics, 2011,70(12): 2258-2267. [15] 苏敬勤,林海芬,李晓昂.产品创新过程与管理创新关系探索性案例研究[J].科研管理,2013,34(1):70-78.Su J Q,Lin H F, Li X A. An exploratory case study on the relationship between product innovation process and management innovation [J].Science Research Management,2013,34(1):70-78. [16] 苏敬勤,刘静. 复杂产品系统制造企业的动态能力演化:一个纵向案例研究[J].科研管理,2013,34(8):58-67.Su J Q,L J. Dynamic capabilities evolution of the manufacturers of complex products and systems:A longitudinal case study [J].Science Research Management,2013,34(8):58-67. [17] Corsaro D, Ramos C, Henneberg S C et al.The impact of network configurations on value constellations in business markets—The case of an innovation network[J].Industrial Marketing Management,2012,41(1): 54-67. [18] Dodgson M, Mathews J, Kastelle T et al.The evolving nature of Taiwan's national innovation system: The case of biotechnology innovation networks[J].Research Policy,2008,37(3): 430-445. [19] Varrichio, P., et al., Collaborative networks and sustainable business: A case study in the brazilian system of innovation[J]. Procedia-Social and Behavioral Sciences, 2012,52: 90-99. [20] Wim V., Niels G. Noorderhaven. Competition between alliance blocks: The case of the RISC microprocessor technology[J].Organization Studies, 2001, 22(1): 1-30.