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Elevating the Work with Inbound Open Innovation; A multiple case study on multinational companies

机译：通过入站开放式创新提升工作水平;关于跨国公司的多案例研究

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Many large companies fail to jump on subsequent technological waves affecting industries intandem with ever-increasing competitive landscapes. To avoid being outcompeted,companies have to stimulate their innovative and explorative capabilities. One way forcompanies to do so is by harnessing the external environment of competent partners that isembedded around the focal company. This way of closely collaborating with externalpartners is called Open Innovation, a term coined by Henry Chesbrough in the early 2000’s.This thesis aims to examine how large multinational companies ought to work with OpenInnovation in order to do so as efficacious as possible. More specifically, it aims to elaborateon what organisational modes of governance and structure, and which partners andpractices, that are beneficial to Open Innovation in the context of large multinationalcompanies. Due to absence of academia within the field of how Open Innovation practicallyshould be managed, a qualitative multiple case study research is being conducted. Largemultinational companies are being interviewed in order investigate if there are any preferableways of working with Open Innovation. The main results of this study are twofold. Firstly,increased top-down governance with greater coordination of Open Innovation by topmanagers seem to be vital for elevating a company’s results of Open Innovation. Secondly,while most companies manage to collaborate with their already established partners such ascustomers and suppliers, they tend to face hardships with harnessing start-ups andinnovation intermediaries. Albeit these two partners are being considered as highly importantto large companies, especially in the recent time, many large companies fail to implementefficient practices for harnessing them. Nonetheless, large companies must deal with thisinevitable challenge in order to stimulate their innovative and explorative capabilities forfostering innovations.
机译：许多大公司未能紧随其后的技术浪潮，影响着不断增长的竞争格局的产业。为了避免竞争激烈，公司必须激发他们的创新和探索能力。公司这样做的一种方法是，利用集中在焦点公司周围的合格合作伙伴的外部环境。这种与外部合作伙伴紧密合作的方式称为“开放创新”，这是亨利·切斯布鲁（Henry Chesbrough）在2000年代初提出的。本论文旨在研究大型跨国公司应如何与OpenInnovation开展合作，以使其尽可能有效。更具体地说，它旨在详细说明在大型跨国公司的背景下哪些组织的治理模式和结构模式以及哪些合作伙伴和做法对开放式创新有利。由于实际上在如何管理开放式创新方面缺乏学术界，因此正在进行定性的多案例研究。大型跨国公司正在接受采访，以调查是否存在与Open Innovation合作的更好方法。这项研究的主要结果是双重的。首先，高层管理者加强自上而下的治理以及更大程度地协调开放式创新，对于提升公司的开放式创新成果至关重要。其次，虽然大多数公司设法与他们已经建立的合作伙伴（例如客户和供应商）进行协作，但它们往往在利用初创企业和创新中介机构时面临困难。尽管这两个合作伙伴被认为对大公司而言非常重要，但尤其是在最近一段时间，许多大公司未能实施有效的管理方法来利用它们。但是，大公司必须应对这一不可避免的挑战，以激发他们的创新和探索能力以促进创新。

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