The article discusses a process of business innovation known as open innovation and its relation to traditional business strategy. The competitive strategy developed by Michael Porter emphasized rivalry, buyer power, and barriers to entry as forces that could enhance a producer's surplus. The authors discuss the impact of the Porterian value chain, the processes of production through to the consumer, on subsequent business practices. However, this theory does not account for external sources of value to a company, such as innovation communities, volunteer contributors and surrounding networks, including social networking web sites, open source software and the Wiki model of open contributions. The concept of openness requires shifting from ownership to value creation and value capture.
%0 Journal Article
%1 2734026520070901
%A Chesbrough, Henry W.
%A Appleyard, Melissa M.
%D 20070901
%J California Management Review
%K BUSINESS COMPETITION, INNOVATION INNOVATIONS INTELLECTUAL Michael ONLINE OPEN PORTER, business, cooperation, in management, networks, planning, social software, source
%N 1
%P p57 - 76
%T Open Innovation and Strategy.
%U http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=27340265&site=ehost-live
%V 50
%X The article discusses a process of business innovation known as open innovation and its relation to traditional business strategy. The competitive strategy developed by Michael Porter emphasized rivalry, buyer power, and barriers to entry as forces that could enhance a producer's surplus. The authors discuss the impact of the Porterian value chain, the processes of production through to the consumer, on subsequent business practices. However, this theory does not account for external sources of value to a company, such as innovation communities, volunteer contributors and surrounding networks, including social networking web sites, open source software and the Wiki model of open contributions. The concept of openness requires shifting from ownership to value creation and value capture.
@article{2734026520070901,
abstract = {The article discusses a process of business innovation known as open innovation and its relation to traditional business strategy. The competitive strategy developed by Michael Porter emphasized rivalry, buyer power, and barriers to entry as forces that could enhance a producer's surplus. The authors discuss the impact of the Porterian value chain, the processes of production through to the consumer, on subsequent business practices. However, this theory does not account for external sources of value to a company, such as innovation communities, volunteer contributors and surrounding networks, including social networking web sites, open source software and the Wiki model of open contributions. The concept of openness requires shifting from ownership to value creation and value capture. },
added-at = {2008-05-21T09:12:07.000+0200},
author = {Chesbrough, Henry W. and Appleyard, Melissa M.},
biburl = {https://www.bibsonomy.org/bibtex/2f13f40dab5b3520c922a30857136e4f5/jackhuaberbauer},
description = {EBSCOhost},
interhash = {3a4cc595943b1a11bbbc5b51a575af23},
intrahash = {f13f40dab5b3520c922a30857136e4f5},
issn = {00081256},
journal = {California Management Review},
keywords = {BUSINESS COMPETITION, INNOVATION INNOVATIONS INTELLECTUAL Michael ONLINE OPEN PORTER, business, cooperation, in management, networks, planning, social software, source},
number = 1,
pages = {p57 - 76},
timestamp = {2008-05-21T09:12:10.000+0200},
title = {Open Innovation and Strategy.},
url = {http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=27340265&site=ehost-live},
volume = 50,
year = 20070901
}