Open Innovation and the Integration of Suppliers

Open innovation describes an innovation paradigm shift from a closed to an open innovation model (Chesbrough, 2003). With this idea, the term open innovation became one of the most common used buzzwords of recent years, with a plethora of research. To date, many companies are already using these principles in practice as well, especially when it comes to the integration of customers. However, the concept has been criticized for being too prescriptive and for offering little new to innovation research or practice (Trott and Hartmann, 2009). For instance, the lead-user concept (von Hippel 1988, 2005) became one of the most important trends in innovation management in the last ten years, but is open innovation any more than the lead-user concept (see IJIM Special Issue on User Innovation, 2008, 12(3))?

Hardly anybody outside a company knows its products and processes better than its suppliers (Bessant, 2003; Petersen et al., 2003; von Hippel, 1995).
Research confirms that intensive integration of suppliers in the value creation process positively influences the success of the company, particularly in highly competitive industries (Wingert, 1997). This is a result of the progressing reduction in the depth of value creation of manufacturers and the increasing transfer of know-how towards the suppliers.
In multilevel business-to-business relationships, the suppliers often have the best or the only access and comprehensive knowledge about the end users (Groher, 2003). A practical example for supplier integration is the use of guest engineers (Maylor, 2001). Therefore, suppliers determine the scope of possible innovations, which most companies do not actively use yet. The main risk for suppliers is the danger of releasing or using confidential expertise gleaned from other sources. Reciprocal trust is critical for this to work (Groher, 2003). Instruments such as the continuous improvement model or collaborative engineering already involve the suppliers, but mostly on an operative level only. Hence, suppliers are an important source for open innovation.

In this context, theoretical and conceptual papers on supplier integration and challenges on the firm level are welcome. Empirical studies that feature examples and results of supplier integration are encouraged, as well as papers on success factors and risks. Comparative studies that examine similarities and differences between different sectors and countries are also welcome.

Subject coverage

Topics include but are not limited to:

1. Theoretical aspects
2. Open and closed innovation frameworks
3. Supplier integration models
4. Determination of integration levels
5. Interfaces to other open innovation methods
6. Management of know-how transfer
7. Research on success factors
8. The role of the companies size
9. Organization within the companies
10. Management of networks
11. Marketing of innovations
12. Country comparisons
13. Networks for service development and delivery
14. Firm-level challenges
15. Selection of appropriate partners
16. Resource management
17. Use of collaboration tools
18. Evaluation of appropriate ideas
19. Determination of process interfaces
20. Incentive systems
21. Legal issues
22. Cultural aspects
23. Risk management
24. Innovation marketing and communication
25. Commercialisation of results
26. Best practice examples
27. Feedback and controlling principles

Notes for prospective authors

Submitted papers should not have been previously published or be currently under consideration for publication elsewhere. All papers will be refereed through a doubleblind peer review process. A guide for authors, sample copies and other relevant information is available at http://www.worldscinet.com/ijim

Important Dates

1-2 page abstract 1st November 2009
Submission of manuscripts 1st February 2010
Notification to authors 15th March 2010
Final drafts of papers 1st June 2010
Publication Autumn 2010

You are invited to contact the guest editor to discuss the topic of a possible paper in advance: brem@vend-consulting.com