This article investigates how project expertise and complexity jointly impact the decision to adopt open or closed innovation. It identifies four different types of open innovation models-crowdsourcing, coopetition, science-based, and network-and explores the varying conditions of project expertise and complexity under which firms tend to adopt a particular type. Using large data analysis from pharmaceutical drug development projects, the authors find that complexity moderates the relationship between project expertise and the choice of open or closed innovation and that levels of complexity and project expertise vary between different open innovation models.
The CFO of a plastics company has been asked to moderate a heated internal debate over a revolutionary technology. The head of R&D thinks the company should use it to break into a whole new industry, while the VP of the firm's most profitable unit believes it's a pipe dream that should be abandoned. The company's future could be riding on the decision. Is it time for the CFO to stop facilitating and take a strong stand promoting one choice over the other? Two experts comment on this fictional case study in R1011N and R1011Z.
The CFO of a plastics company has been asked to moderate a heated internal debate over a revolutionary technology. The head of R&D thinks the company should use it to break into a whole new industry, while the VP of the firm's most profitable unit believes it's a pipe dream that should be abandoned. The company's future could be riding on the decision. Is it time for the CFO to stop facilitating and take a strong stand promoting one choice over the other? Two experts comment on this fictional case study in R1011N and R1011Z.
The CFO of a plastics company has been asked to moderate a heated internal debate over a revolutionary technology. The head of R&D thinks the company should use it to break into a whole new industry, while the VP of the firm's most profitable unit believes it's a pipe dream that should be abandoned. The company's future could be riding on the decision. Is it time for the CFO to stop facilitating and take a strong stand promoting one choice over the other? Two experts comment on this fictional case study in R1011N and R1011Z.