Contributions

  • Tushman, Michael - Contributor
  • Harvard Business School - Contributor

Publication

2011 - Harvard Business School, Boston, Massachusetts

Language

English

Word Count

13,250 words, Guess

Page Count

53 pages

Identifiers

Description

This paper contrasts traditional, internal organization-centered models of innovation with more recent work on open innovation. These fundamentally different and inconsistent innovation logics are associated with contrasting organizational boundaries and organizational designs. We suggest that when critical tasks can be modularized and when problem-solving knowledge is widely distributed and available, open innovation complements traditional innovation logics. We induce these ideas from the literature and with extended examples from Apple, NASA, and LEGO. We suggest that task decomposition and problem-solving knowledge distribution are not deterministic but are strategic choices. If dynamic capabilities are associated with innovation streams, and if innovation types are rooted in contrasting innovation logics, there are important implications for the firm, and its boundaries, design, and identity.

Subjects

Series Statement

  • Working paper / Harvard Business School -- 12-057

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