Open Innovation Adoption, Challenges and Firm Performance: Insights from Emerging Markets
From providing sanitation solutions in countries such as Ghana and India (IdeaConnection, 2013; Youseph, 2013) to providing complex research and development solutions in the developed world (Chesbrough, 2017), open innovation has received increasing acceptance. Relying on both internal and external sources of knowledge and paths to market, Henry Chesbrough introduced open innovation as "the use of purposive inflows and outflows of knowledge to accelerate internal innovation, and expand the markets for external use of innovation, respectively" (Chesbrough, 2006, p. 1). The open innovation model implies that firms can use both external and internal ideas and internal and external paths to market to advance their technology (Chesbrough, 2006). As extending external innovation partners increases innovation returns, growing evidence shows the innovation-related and other performance benefits of engaging in open innovation (Hewitt-Dundas & Roper, 2017). One can cite many examples of success (e.g., Xerox, Procter & Gamble) and failure (e.g., Boeing, LEGO) of open innovation in the developed world. However, a holistic and eclectic understanding of the factors that contribute to the success and failure of open innovation is not crystallized yet, more so in the emerging markets. It is not clearly understood why open innovation works in some cases and contexts, while in others, it fails. At the same time, recent research has reported the adoption of open innovation in emerging markets as well; for instance, Torres de Oliveira et al. (2020) in the context of China, Naqshbandi et al. (2019) in India, de Melo et al. (2020) in Brazil, Ponkratov et al. (2020) in Russia, among others. In this regard, while catching up, open innovation does not seem to have received as much attention in emerging markets as in developed countries. This is particularly true in the developing world where collaborative innovation can offer relatively frugal solutions to otherwise expensive problems. Realizing the potential benefits of adopting open innovation, some companies (e.g. Tata, Biocon in India) have already begun the process of engaging with vendors and customers to co-create (Badani, 2011). It is against this backdrop that this special issue would like to explore the “state of open innovation” in the context of emerging markets and develop a better understanding of how the adoption of open innovation is changing the way firms innovate, survive, provide solutions and perform in the emerging markets.
How can you contribute?
This special issue seeks to publish original manuscripts that address open innovation adoption and challenges relating to firm performance using case studies, empirical surveys, action research, and literature reviews, including but not limited to the following research questions:
- When, why and how do firms adopt and use open innovation?
- What factors determine the success and failure (including abandonment) of open innovation initiatives?
- Are these factors organisational (i.e. primarily related to the organisation) or institutional (e.g. related to IP laws) or individual (related to organizational employee/s or external individual/s)?
- Does the adoption of open innovation contribute to firms’ survival or performance, particularly during uncertain times like the ongoing Covid-19 pandemic? If so, how?
- What is the role of university-industry collaboration in open innovation initiatives?
- What is the role of open innovation in improving organizational effectiveness and firm performance? What variables mediate and moderate these relationships?
- How do firms select partners for collaboration and how is value created across different communities, platforms, and networks?
- What challenges (e.g., those challenges that are typically characteristic of emerging markets such as limited information about potential partners; their capability assessment) do firms face in partner selection?
- How do firms evaluate the trustworthiness of their partners and what is the role of intermediaries in developing trustworthy relationships, brokering partnerships and capability building?
Features of the Special Issue
Contributions to this special issue will generate a new body of knowledge that will assist managers, and policy-makers, particularly in emerging and developing markets, in building a nuanced understanding of how enhanced benefits can be reaped in the open innovation paradigm. The special issue provides a unique opportunity to advance the understanding of the field of study. Outstanding contributions that provide empirical evidence on the above research questions are welcome. Novel, high-quality articles presenting original research output that have not been published or considered for publication elsewhere should include, but not be limited to, the following features:
- The impact of organisational characteristics and organisational readiness on open innovation performance.
- The role of internal factors, institutional factors and other externalities that affect open innovation adoption and success.
- An examination of the role of suppliers, customers and other external entities in determining success in open innovation.
- An examination of the role of drivers and barriers on partner selection and collaboration in enterprises.
- An evaluation of the sustainable open innovation in the development of sustainable products, services, or processes.
- Evidence of failure in the open innovation paradigm and the contributing factors.
The special issue seeks articles that relate theory to real-world cases with relevant practical and/or managerial implications. Methodologies used may have, but are not limited to, the following features:
- New models, case studies, empirical studies, exploratory studies, questionnaire-based surveys.
- Novel applications of quantitative, qualitative and mixed-method approaches in the specified areas.
Extended abstracts submission open date
June 01, 2022
Decisions on extended abstracts
by October 31, 2022
Full manuscript submission open date
January 01, 2023
Full manuscript submission deadline
April 30, 2023
Provisional publication date
Extended abstract submission
We welcome extended abstracts from the potential authors before receiving the full-length articles. The extended abstracts should be around 500-700 words (introduction, problem statement, research purpose, relevance/significance of study/novelty of research, research methods, key findings, if any). All extended abstract submissions shall be received via ScholarOne at: https://mc.manuscriptcentral.com/md. The extended abstract submission open date is June 01, 2022, and the decisions will be communicated to the authors on a rolling basis by or before October 31, 2022.
Full manuscript submission
Each manuscript will be screened and reviewed by at least two anonymous reviewers. Authors should conform to the instructions given in the Author Guidelines for Management Decision when preparing their manuscripts and should submit their full papers electronically through the journal’s manuscript submission site: https://mc.manuscriptcentral.com/md.
For any queries, please feel free to contact the guest editors.
Special Issue Guest Editors:
Dr. M Muzamil Naqshbandi (Leading Guest Editor)
Senior Assistant Professor, School of Business & Economics
University of Brunei Darussalam.
Jalan Tungku Link, BE1410, Brunei Darussalam.
Telephone: +673-246-3001 Ext. 1204 (Office).
Dr. Arijit Bhattacharya
Associate Professor, Norwich Business School,
University of East Anglia.
TPSC 1.30, Norwich Research Park, Norwich, Norfolk, NR4 7TJ, United Kingdom.
Tel: +44 (0)1603 59 7520 (Office)
Badani, J. (2011). Open Innovation in India: Are Indian Companies Ready for Open Innovation? Tech Monitor, July–August: 60–61.
Chesbrough. (2017). The Future of Open Innovation: The future of open innovation is more extensive, more collaborative, and more engaged with a wider variety of participants. Research Technology Management, 60(1), 35.
Chesbrough, H. (2006). Open Innovation: A New Paradigm For Understanding Industrial Innovation. In H. Chesbrough, W. Vanhaverbeke & J. West (Eds.), Open innovation: Researching a new paradigm. Great Clarendon Street, Oxford: Oxford University Press.
de Melo, J. C. F., Salerno, M. S., Freitas, J. S., Bagno, R. B., and& Brasil, V. C. (2020). From open innovation projects to open innovation project management capabilities: A process-based approach. International Journal of Project Management, 38(5), 278-290.
Hewitt-Dundas, N., & Roper, S. (2017). Exploring market failures in open innovation. International Small Business Journal, In press. Accessed June 01, 2017 at: http://pure.qub.ac.uk/portal/files/124499282/Exploring_market_failures_….
IdeaConnection. (2013). Open Innovation Provides Sanitation Solutions in Ghana. Accessed September 02, 2021 at: https://www.ideaconnection.com/open-innovation-success/Open-Innovation-….
Naqshbandi, M.M., Tabche, I. and Choudhary, N. (2019)., "Managing open innovation: The roles of empowering leadership and employee involvement climate.", Management Decision, 57(3), 703-723. https://doi.org/10.1108/MD-07-2017-0660.
Ponkratov, V., Kuznetsov, N., Bashkirova, N., Volkova, M., Alimova, M., Ivleva, M., Elyakova, I. (2020). Predictive scenarios of the Russian oil industry; with a discussion on macro and micro dynamics of open innovation in the COVID 19 pandemic. Journal of Open Innovation: Technology, Market, and Complexity, 6(3), 85.
Torres de Oliveira, R., Verreynne, M.-L., Figueira, S., Indulska, M., and& Steen, J. (2020). How do institutional innovation systems affect open innovation? Journal of Small Business Management, 1-45. https://doi.org/10.1080/00472778.2020.1775466.
Youseph, R. (2013). Open Innovation Tackles India's Sanitation Solutions. Accessed June 02, 2020 at: https://dailycrowdsource.com/content/open-innovation/482-open-innovatio….
Guest Editor Biographies
Dr M. Muzamil Naqshbandi
Dr M Muzamil Naqshbandi is a Senior Assistant Professor of Management at the School of Business & Economics, University of Brunei Darussalam. Previously, he worked as an Assistant Professor at the University of Dubai in the UAE, and as a Post-Doctoral Research Fellow and an instructor at the University of Malaya in Malaysia. Before joining academia, he worked in diverse industries such as outsourcing, non-banking financial services, and media. Dr Naqshbandi is the Associate Editor of the International Journal of Productivity and Performance Management (Emerald Publishing) and Organizational Psychology (specialty section of Frontiers in Psychology and Frontiers in Communication). He serves on the editorial boards of several prestigious international journals such as Journal of Knowledge Management, Management Decision, Leadership & Organization Development and Journal of Organizational Change Management. His current research is focused on open innovation, organizational culture, leadership and knowledge management. He actively presents his work in international fora and contributes on the program committees and advisory boards of several international conferences. Dr Naqshbandi has published a book and contributed several book chapters. His work has been published by renowned international publishers such as Emerald Publishing, Elsevier, Taylor & Francis, Sage Publications, and Springer. His recent works have appeared in high-ranking international journals such as International Business Review, Technological Forecasting & Social Change, Production Planning & Control, Journal of General Management, Management Decision, Industrial Management & Data Systems, Computers in Human Behavior, Quality & Quantity, among others.
Dr Arijit Bhattacharya
Dr Arijit Bhattacharya is working as an Associate Professor in Operations and Supply Chain Management at Norwich Business School, University of East Anglia, UK. He has served both industries and academia for nearly 24 years. Arijit had worked at Dubai Business School, Brunel University London, University of Padova, and Dublin City University. Arijit is a Chartered Fellow of the Chartered Institute of Logistics and Transportation. His research interests include sustainable logistics operations, innovation in supply chains and logistics, circular economy, sourcing decision-making, and optimisation. He has published more than 70 articles in prominent international journals, refereed conferences and edited books. He worked as a special issue Guest Editor in nine prominent journals. His latest guest-edited special issue has appeared in Production Planning & Control. Arijit received research grants from various funding agencies. He actively collaborates with both industries and academia. He worked as a programme committee member and track chair in leading international conferences.