Who captures value from hackathons? Innovation contests with collective intelligence tools bridging creativity and coupled open innovation

IF 3.7 3区 管理学 Q2 MANAGEMENT
Issam Attalah, Petra A. Nylund, Alexander Brem
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引用次数: 2

Abstract

Balancing value creation and value capture is a fundamental strategic issue for the management of open innovation. Insufficient compensation for created value may hinder the participation of a firm or individual in open innovation. It can thus provide an obstacle to the open innovation process as a whole. Hackathons provide an attractive setting for studying value appropriation in open innovation by actors of different types and with varying bargaining power. We define hackathons as idea competitions on specific topics in the form of a time-limited event. These competitions have gained more popularity throughout the years and have recently become more prominent. Therefore, an abductive empirical study was carried out in an international set-up with multiple embedded cases of hackathons. Results indicate that hackathons offer coupled open innovation processes. The value captured by the initiator of a hackathon in the form of inbound open innovation is balanced by outbound knowledge flows towards participants as well as with sideways knowledge flows between participants, which are a result of the generation of collective intelligence. Collective intelligence is thus identified as an alternative mechanism for value capture from open innovation.

Abstract Image

谁从黑客马拉松中获得价值?创新竞赛采用集体智能工具,连接创造力和开放式创新
平衡价值创造和价值获取是开放式创新管理的一个基本战略问题。对创造价值的补偿不足可能会阻碍企业或个人参与开放式创新。因此,它可以为整个开放式创新过程提供一个障碍。黑客马拉松为研究开放式创新中不同类型和不同议价能力的参与者的价值占有提供了一个有吸引力的环境。我们将黑客马拉松定义为特定主题的创意竞赛,以限时活动的形式进行。这些比赛多年来越来越受欢迎,最近变得更加突出。因此,在一个具有多个嵌入式黑客马拉松案例的国际设置中进行了一项溯因性实证研究。结果表明,黑客马拉松提供了耦合的开放式创新过程。黑客马拉松发起者以对内开放创新的形式获得的价值,通过向参与者的对外知识流动以及参与者之间的横向知识流动来平衡,这是集体智慧产生的结果。因此,集体智慧被认为是从开放式创新中获取价值的另一种机制。
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来源期刊
CiteScore
7.70
自引率
11.40%
发文量
57
期刊介绍: Creativity and Innovation Management bridges the gap between the theory and practice of organizing imagination and innovation. The journal''s central consideration is how to challenge and facilitate creative potential, and how then to embed this into results-oriented innovative business development. The creativity of individuals, coupled with structured and well-managed innovation projects, creates a sound base from which organizations may operate effectively within their inter-organizational and societal environment. Today, successful operations must go hand in hand with the ability to anticipate future opportunities. Therefore, a cultural focus and inspiring leadership are as crucial to an organization''s success as efficient structural arrangements and support facilities. This is reflected in the journal''s contents: -Leadership for creativity and innovation; the behavioural side of innovation management. -Organizational structures and processes to support creativity and innovation; interconnecting creative and innovative processes. -Creativity, motivation, work environment/creative climate and organizational behaviour, creative and innovative entrepreneurship. -Deliberate development of creative and innovative skills including the use of a variety of tools such as TRIZ or CPS. -Creative professions and personalities; creative products; the relationship between creativity and humour; arts and amp; humanities side of creativity.
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