{"title":"Who captures value from hackathons? Innovation contests with collective intelligence tools bridging creativity and coupled open innovation","authors":"Issam Attalah, Petra A. Nylund, Alexander Brem","doi":"10.1111/caim.12552","DOIUrl":null,"url":null,"abstract":"<p>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.</p>","PeriodicalId":47923,"journal":{"name":"Creativity and Innovation Management","volume":null,"pages":null},"PeriodicalIF":3.7000,"publicationDate":"2023-04-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/caim.12552","citationCount":"2","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"Creativity and Innovation Management","FirstCategoryId":"91","ListUrlMain":"https://onlinelibrary.wiley.com/doi/10.1111/caim.12552","RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q2","JCRName":"MANAGEMENT","Score":null,"Total":0}
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.
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.