Combining open innovation with corporate venturing: a case of how to balance incremental and radical innovation Online publication date: Thu, 31-Jul-2014
by Ann H. Clarke; Majbritt Rostgaard Evald; Kristin B. Munksgaard
International Journal of Entrepreneurship and Innovation Management (IJEIM), Vol. 15, No. 4, 2012
Abstract: By combining existing research on open innovation and corporate venturing, this article explores methods by which a firm can organise open innovation activities in a comprehensive innovation setup. This setup concurrently manages to create and sustain incremental and radical innovative efforts for developing its business. Discussions draw on findings from a qualitative case study of the Danish industrial firm Danfoss Group. Findings reveal that employment of inbound, outbound, and coupled open innovation processes vary between the firm's divisions and incubator as the innovation purposes and strategies of these correspond to different open innovation processes. Further, the incorporation of open innovation processes into Danfoss' comprehensive innovation setup highlights that these not only take form in relation to external partners but also between units of the firm, thus the notion of intra and inter open innovation processes is introduced.
Existing subscribers:
Go to Inderscience Online Journals to access the Full Text of this article.
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.Complimentary Subscribers, Editors or Members of the Editorial Board of the International Journal of Entrepreneurship and Innovation Management (IJEIM):
Login with your Inderscience username and password:
Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.
If you still need assistance, please email subs@inderscience.com
Our Blog 
Follow us on Twitter 
Visit us on Facebook