Open Innovation in R&D Departments

1. Front Matter

   Pages I-XV

   PDF

2. Introduction

   • Verena Nedon

   Pages 1-6

3. Conceptual Foundation

   • Verena Nedon

   Pages 7-42

4. Theoretical Foundation

   • Verena Nedon

   Pages 43-59

5. Research Design and Operationalization

   • Verena Nedon

   Pages 61-83

6. Findings from Qualitative Pre-Study (Interviews)

   • Verena Nedon

   Pages 85-100

7. Findings from Quantitative Study (Online Survey)

   • Verena Nedon

   Pages 101-135

8. Discussion

   • Verena Nedon

   Pages 137-148

9. Conclusions

   • Verena Nedon

   Pages 149-159

10. Back Matter

    Pages 161-200

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Based on interviews with R&D managers and a survey amongst R&D employees, Verena Nedon shows that perceived social pressure has an immense impact on R&D employees working in OI-projects. Employees’ attitude (regardless of whether positive or negative) and perceived behavioral control play an important, but not dominant role. The study also implies that intrinsic motivators have a stronger effect on employees’ willingness to engage in knowledge exchange with external partners than extrinsic components. By targeting a set of relevant questions related to the human side of open innovation, the study significantly contributes to the micro-foundation of OI-research and sheds light on the hitherto neglected perspective of employees engaged in OI-projects. The findings are relevant for scholars, companies already following the OI-approach and OI-newcomers.

• Individual Behavior
• Partial Least Squares (PLS)
• R&D employees
• Research & Development (R&D)
• Theory of Planned Behavior

• Technische Universität Hamburg-Harburg, Hamburg, Germany

  Verena Nedon

Verena Nedon does research on open innovation at the Institute of Technology and Innovation Management (TUHH), focusing on knowledge exchange between R&D employees and external partners in OI-projects.

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