Open innovation and organizational boundaries
the impact of task decomposition and knowledge distribution on the locus of innovation
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Author
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
- OCLC Control Number775085346
- OCLC Control Number794320901
- OCLC Control Number794320910
- Open LibraryOL43834266M
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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