Leveraging external ideas and knowledge - Managing inbound open innovation

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dc.contributor Aalto University en
dc.contributor Aalto-yliopisto fi
dc.contributor.author Mäkijärvi, Saana
dc.date.accessioned 2011-11-14T11:23:45Z
dc.date.available 2011-11-14T11:23:45Z
dc.date.issued 2010
dc.identifier.uri https://aaltodoc.aalto.fi/handle/123456789/593
dc.description.abstract Research Objectives This research was conducted for the research project E-Innovation, a part of FIMECC Oy’s Innovation & Networks research program. The E-Innovation project focuses on the development and utilization of open innovation approaches within the context of sustainable innovation. The purpose of this study was to find out which organizational factors affect the processing of external ideas and knowledge within the case organization. By using the questions how and why, ways to improve the mobility and progress of ideas and knowledge were sought after. Methodology This research was conducted as a qualitative single case study. The case organization was a Finnish business media and business services company. Thematic interviews were used as the main data collection method. 13 interviews in the case organization worked as the main empirical material of the research. Additionally, selected written materials provided by the case organization were used to provide background information. The empirical data was analyzed by using the method of analytic induction. Research Findings Lack of properly functioning systematic processes was found to be the key barrier to the internal mobility and progress of external ideas and knowledge. Insufficiency of dedicated roles and responsibilities for the processing of ideas also worked as a hampering factor. In addition to these, it was also noted that facilitation and discipline were needed in order to make any systematizing efforts function as supposed to. An underlying factor affecting the behavior of the employees was the influencing power of perceptions that people form of the overall innovative possibilities of the organization, of the willingness of other employees to collaborate, and of the potential significance of their contributions. The findings imply that, in order to manage inbound open innovation effectively and efficiently, appropriate structures and systematic processes should be in place, action should be facilitated, obedience should be required, and sufficient transparency and communication should be ensured to avoid false negative perceptions that might decrease the employees’ willingness to contribute. en
dc.format.extent 115
dc.format.mimetype application/pdf en
dc.language.iso en en
dc.title Leveraging external ideas and knowledge - Managing inbound open innovation en
dc.type G2 Pro gradu, diplomityö fi
dc.contributor.school Kauppakorkeakoulu fi
dc.contributor.school School of Economics en
dc.contributor.department Department of Marketing and Management en
dc.contributor.department Markkinoinnin ja johtamisen laitos fi
dc.subject.keyword innovation
dc.subject.keyword open innovation
dc.subject.keyword inbound open innovation
dc.subject.keyword innovation management
dc.identifier.urn URN:NBN:fi:aalto-201111181505
dc.type.dcmitype text en
dc.programme.major Organization and Management en
dc.programme.major Organisaatiot ja johtaminen fi
dc.type.ontasot Master's thesis en
dc.type.ontasot Pro gradu tutkielma fi
dc.subject.helecon johtaminen
dc.subject.helecon management
dc.subject.helecon organisaatio
dc.subject.helecon organization
dc.subject.helecon innovaatiot
dc.subject.helecon innovations
dc.subject.helecon tieto
dc.subject.helecon knowledge
dc.subject.helecon tietämyksenhallinta
dc.subject.helecon knowledge management
dc.subject.helecon prosessit
dc.subject.helecon processes
dc.ethesisid 12461
dc.date.dateaccepted 2010-12-22
dc.location P1 I


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