Connecting Organizational Learning and Open Innovation Research: An Integrative Framework and Insights from Case Studies of Strategic Alliances
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| Title: | Connecting Organizational Learning and Open Innovation Research: An Integrative Framework and Insights from Case Studies of Strategic Alliances |
|---|---|
| Language: | English |
| Authors: | Ferrigno, Giulio, Del Sarto, Nicola, Cucino, Valentina, Piccaluga, Andrea |
| Source: | Learning Organization. 2022 29(6):629-648. |
| Availability: | Emerald Publishing Limited. Howard House, Wagon Lane, Bingley, West Yorkshire, BD16 1WA, UK. Tel: +44-1274-777700; Fax: +44-1274-785201; e-mail: emerald@emeraldinsight.com; Web site: http://www.emerald.com/insight |
| Peer Reviewed: | Y |
| Page Count: | 20 |
| Publication Date: | 2022 |
| Document Type: | Journal Articles Reports - Research |
| Descriptors: | Organizational Learning, Experiential Learning, Innovation, Experimental Programs, Learning Strategies |
| DOI: | 10.1108/TLO-03-2021-0030 |
| ISSN: | 0969-6474 1758-7905 |
| Abstract: | Purpose: This study aims to combine open innovation (OI) and organizational learning (OL) literature in the context of strategic alliances. Design/methodology/approach: The authors develop a conceptual framework that links OI to OL literatures. The authors empirically validate this framework through four representative cases of dyadic strategic alliances in which the allied partners have (mainly) adopted an inbound or outbound OI strategy and (mainly) used an experiential or experimental learning approach to access knowledge in the alliance. Findings: The authors propose and validate a framework that links two well-known OI strategies (inbound and outbound) and two types of OL, namely, experiential and experimental learning. This, in turn, allows us to propose four different typologies of learning opportunities that could be pursued by alliance partners. Research limitations/implications: The research offers a framework that links experiential and experimental learning to inbound and outbound OI strategies. However, the authors focused on inbound and outbound OI. The authors are aware that sometimes coupled innovation could take place in alliances. Practical implications: This study proposes best practices for companies willing to open their innovation processes with alliance partners by bearing in mind the learning outcomes that may be exploited through the alliance. Originality/value: This study highlights four alliance archetypes emerging from the nexus between OI strategies to OL methods. |
| Abstractor: | As Provided |
| Entry Date: | 2023 |
| Accession Number: | EJ1359116 |
| Database: | ERIC |
| FullText | Text: Availability: 0 |
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| Header | DbId: eric DbLabel: ERIC An: EJ1359116 AccessLevel: 3 PubType: Academic Journal PubTypeId: academicJournal PreciseRelevancyScore: 0 |
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| Items | – Name: Title Label: Title Group: Ti Data: Connecting Organizational Learning and Open Innovation Research: An Integrative Framework and Insights from Case Studies of Strategic Alliances – Name: Language Label: Language Group: Lang Data: English – Name: Author Label: Authors Group: Au Data: <searchLink fieldCode="AR" term="%22Ferrigno%2C+Giulio%22">Ferrigno, Giulio</searchLink><br /><searchLink fieldCode="AR" term="%22Del+Sarto%2C+Nicola%22">Del Sarto, Nicola</searchLink><br /><searchLink fieldCode="AR" term="%22Cucino%2C+Valentina%22">Cucino, Valentina</searchLink><br /><searchLink fieldCode="AR" term="%22Piccaluga%2C+Andrea%22">Piccaluga, Andrea</searchLink> – Name: TitleSource Label: Source Group: Src Data: <searchLink fieldCode="SO" term="%22Learning+Organization%22"><i>Learning Organization</i></searchLink>. 2022 29(6):629-648. – Name: Avail Label: Availability Group: Avail Data: Emerald Publishing Limited. Howard House, Wagon Lane, Bingley, West Yorkshire, BD16 1WA, UK. Tel: +44-1274-777700; Fax: +44-1274-785201; e-mail: emerald@emeraldinsight.com; Web site: http://www.emerald.com/insight – Name: PeerReviewed Label: Peer Reviewed Group: SrcInfo Data: Y – Name: Pages Label: Page Count Group: Src Data: 20 – Name: DatePubCY Label: Publication Date Group: Date Data: 2022 – Name: TypeDocument Label: Document Type Group: TypDoc Data: Journal Articles<br />Reports - Research – Name: Subject Label: Descriptors Group: Su Data: <searchLink fieldCode="DE" term="%22Organizational+Learning%22">Organizational Learning</searchLink><br /><searchLink fieldCode="DE" term="%22Experiential+Learning%22">Experiential Learning</searchLink><br /><searchLink fieldCode="DE" term="%22Innovation%22">Innovation</searchLink><br /><searchLink fieldCode="DE" term="%22Experimental+Programs%22">Experimental Programs</searchLink><br /><searchLink fieldCode="DE" term="%22Learning+Strategies%22">Learning Strategies</searchLink> – Name: DOI Label: DOI Group: ID Data: 10.1108/TLO-03-2021-0030 – Name: ISSN Label: ISSN Group: ISSN Data: 0969-6474<br />1758-7905 – Name: Abstract Label: Abstract Group: Ab Data: Purpose: This study aims to combine open innovation (OI) and organizational learning (OL) literature in the context of strategic alliances. Design/methodology/approach: The authors develop a conceptual framework that links OI to OL literatures. The authors empirically validate this framework through four representative cases of dyadic strategic alliances in which the allied partners have (mainly) adopted an inbound or outbound OI strategy and (mainly) used an experiential or experimental learning approach to access knowledge in the alliance. Findings: The authors propose and validate a framework that links two well-known OI strategies (inbound and outbound) and two types of OL, namely, experiential and experimental learning. This, in turn, allows us to propose four different typologies of learning opportunities that could be pursued by alliance partners. Research limitations/implications: The research offers a framework that links experiential and experimental learning to inbound and outbound OI strategies. However, the authors focused on inbound and outbound OI. The authors are aware that sometimes coupled innovation could take place in alliances. Practical implications: This study proposes best practices for companies willing to open their innovation processes with alliance partners by bearing in mind the learning outcomes that may be exploited through the alliance. Originality/value: This study highlights four alliance archetypes emerging from the nexus between OI strategies to OL methods. – Name: AbstractInfo Label: Abstractor Group: Ab Data: As Provided – Name: DateEntry Label: Entry Date Group: Date Data: 2023 – Name: AN Label: Accession Number Group: ID Data: EJ1359116 |
| PLink | https://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=eric&AN=EJ1359116 |
| RecordInfo | BibRecord: BibEntity: Identifiers: – Type: doi Value: 10.1108/TLO-03-2021-0030 Languages: – Text: English PhysicalDescription: Pagination: PageCount: 20 StartPage: 629 Subjects: – SubjectFull: Organizational Learning Type: general – SubjectFull: Experiential Learning Type: general – SubjectFull: Innovation Type: general – SubjectFull: Experimental Programs Type: general – SubjectFull: Learning Strategies Type: general Titles: – TitleFull: Connecting Organizational Learning and Open Innovation Research: An Integrative Framework and Insights from Case Studies of Strategic Alliances Type: main BibRelationships: HasContributorRelationships: – PersonEntity: Name: NameFull: Ferrigno, Giulio – PersonEntity: Name: NameFull: Del Sarto, Nicola – PersonEntity: Name: NameFull: Cucino, Valentina – PersonEntity: Name: NameFull: Piccaluga, Andrea IsPartOfRelationships: – BibEntity: Dates: – D: 01 M: 01 Type: published Y: 2022 Identifiers: – Type: issn-print Value: 0969-6474 – Type: issn-electronic Value: 1758-7905 Numbering: – Type: volume Value: 29 – Type: issue Value: 6 Titles: – TitleFull: Learning Organization Type: main |
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