《《Chesborough Appleyard Open-Innovation-and-Strategy2》.pdf

Open Innovation and Strategy Henry W. Chesbrough Melissa M. Appleyard new breed of innovation—open innovation—is forcing firms to reassess their leadership positions, which reflect the performance outcomes of their business strategies. It is timely to juxtapose Asome new phenomena in innovation with the traditional acade- mic view of business strategy. More specifically, we wish to examine the increas- ing adoption of more open approaches to innovation, and see how well this adoption can be explained with theories of business strategy. In our view, open innovation is creating new empirical phenomena that exist uneasily with well- established theories of business strategy. Traditional business strategy has guided firms to develop defensible positions against the forces of competition and power in the value chain, implying the importance of constructing barriers to competi- tion, rather than promoting openness. Recently, however, firms and even whole industries, such as the software industry, are experimenting with novel business models based on harnessing collective creativity through open innovation. The apparent success of some of these experiments challenges prevailing views of strategy. At the same time, recent developments indicate that many of these exper- imenters now are grappling with issues related to value capture and sustainabil- ity of their business models, as well as issues of corporate influence and the potential co-option of open initiatives. In our view, the implications of these issues bring us back to traditional business strategy, which can inform the quest Chesbrough received support from the Center for Open Innovation at the Haas School of Business and the Alfred P. Sloan Foundation. Appleyard received support from the National Science Foundation under Grant No. 0438736. Jon Perr and Patrick Sullivan ably assisted wit