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a r t i c l e i n f o a b s t r a c t
Article history: This paper is motivated by a desire to clarify the denition of openness as currently used in the litera-
Received 22 August 2008 ture on open innovation, and to re-conceptualize the idea for future research on the topic. We combine
Received in revised form 19 January 2010 bibliographic analysis of all papers on the topic published in Thomsons ISI Web of Knowledge (ISI) with
Accepted 26 January 2010
a systematic content analysis of the eld to develop a deeper understanding of earlier work. Our review
Available online 25 February 2010
indicates two inbound processes: sourcing and acquiring, and two outbound processes, revealing and
selling. We analyze the advantages and disadvantages of these different forms of openness. The paper
Keywords:
concludes with implications for theory and practice, charting several promising areas for future research.
Appropriability
Complementary assets
Openness 2010 Elsevier B.V. All rights reserved.
Innovation
Open innovation
Review
Content analysis
0048-7333/$ see front matter 2010 Elsevier B.V. All rights reserved.
doi:10.1016/j.respol.2010.01.013
700 L. Dahlander, D.M. Gann / Research Policy 39 (2010) 699709
In spite of rising interest in using the openness construct, 2003).2 We opted for this approach to make it as transparent as
systematic studies of openness remain cumbersome because of possible. We make our list of papers available for other researchers
conceptual ambiguity. The extant literature presents the concept to build upon (Email the corresponding author for a copy of the
of openness in quite different ways; Laursen and Salter (2006a) database).
equate openness with the number of external sources of innovation, ISI do not have a systematic approach to giving authors a unique
whereas Henkel (2006) focuses on openness as revealing ideas pre- identier. There can be misspellings and middle initials that are
viously hidden inside organizations. Our approach is to provide an not consistent between publications. One example includes Ches-
analytical frame of different forms of openness and the associated brough who is listed with both Chesbrough, H. and Chesbrough,
advantages and disadvantages for each type. H.W. From this list of authors, we therefore disambiguated author
To do so, we review the literature by an analysis of all papers names manually by looking at different variations of spelling,
published on open innovation in Thomsons ISI Web of Knowl- checking these against CVs. Having provided each author with a
edge (ISI) to August 2009. Our starting point is a focal rm and unique identier, we produced tables and graphs of the most pro-
the different forms of openness available to this organization. We lic authors, identifying patterns of co-authorship and the types
systematically analyze the literature and its intellectual pillars by of literature that the community draw upon. To illustrate how the
investigating the work that scholars cite. To get a sense of the community of scholars involved in open innovation evolves, we
community that has formed around this concept, we provide an graphed the network using Pajek.
overview of who has been working with whom in advancing the We read the papers to develop broad categories of how they
concept. After establishing these broad trends, we read all papers treat the idea of openness, conceptually and empirically, to provide
and categorized them in a systematic fashion. We develop an ana- qualitative interpretation. We investigated how earlier literature
lytical frame by structuring the analysis in two dimensions: (1) used openness and the different forms of inbound and outbound
inbound and (2) outbound (Gassmann and Enkel, 2006) versus (3) innovation (Gassmann and Enkel, 2006; Van de Vrande et al., 2009).
pecuniary and (4) non-pecuniary. This enables us to discuss two In this framework, inbound innovation refers to how rms source
forms of inbound innovationAcquiring and Sourcing; and two and acquire expertise and outbound to how rms attempt to sell
outboundSelling and Revealing. ideas and resources in the marketplace. To further extend the liter-
To date, the literature has been imbalanced in its strong focus ature, we discuss the associated advantages and disadvantages of
on benets of openness. Thus, we also pay close attention to disad- each form of openness.
vantages. We suggest that these factors might affect reasons why
some rms gain and others lose from openness. 3. The boundaries of the rm and openness
The paper is organized in six sections that combine to develop
a framework based on prior conceptual and empirical work. The Openness is in part dened by various forms of relationship with
next section presents our method, followed by a review of the external actors and is thus closely coupled to a broader debate
antecedents of openness found in literature on theories of the about the boundaries of the rm. In transaction cost economics
rm. Section four presents the different types of openness which the boundaries of the rm are given when it is difcult to antic-
emerged from our literature review. Our review enabled us to clas- ipate all possible contingenciesand, by extension, to set prices.
sify articles according to different focal points and these clustered In these cases, interactions are assumed to be organized in rms
according to the types that form the basis of our review. In section rather than in the marketplace (Coase, 1937; Williamson, 1975).
ve we discuss implications for theory and practice, articulating Transactions are distant interactions categorized by low levels of
promising areas for future research. The paper ends with conclud- trust where conicts are resolved by legal mechanisms. Markets
ing remarks about the study of open innovation. offer exibility in the choice of counterpart and tend to be swift
and simple. Hierarchies within organizations are distinguished by
2. Review method employment relations, organizational structures and established
norms.
We adopted an approach similar to the systematic reviews used Early work by Williamson and others has been followed by
in medicine in which systematic searches and formal summaries greater consideration of different hybrids between markets and
of the literature are used to identify and classify results of all hierarchies. For instance, Powell stresses how networks play a
major studies on a particular topic (Higgins and Green, 2006). We central role in knowledge creation in many elds (Powell, 1990).
searched the ISI database for articles that had open innovation Williamsons more recent work also considers hybrid arrange-
in the topic eld. The topic eld includes the title, key words and ments. Langlois (1992) develops a notion of dynamic transaction
abstract in the database. ISI is generally considered the most com- costs, referring to costs related to negotiating persuading and
prehensive database for scholarly work and includes thousands teaching potential partners with valuable resources as well as
of journals. Although not all journals are included, ISI typically costs to those lacking resources when in need.3 Langlois (2003)
includes the most prominent journals in a eld. This search yielded argues that managers must nd new ways to conceptualize the
701 papers that we downloaded to a local database in August 2009. post-Chandlerian rm where innovation proceeds along less hier-
We intentionally used a broad denition as the concept is used archical lines because large vertical integrated organizations are
and published in a broad range of journals. We captured papers becoming less signicant and are joining a richer mix of organi-
about how rms open up their innovation processes and not only zational forms (Langlois, 2003, p. 353). From these viewpoints,
the specic term open innovation or openness. This broad search the open innovation literature can be viewed as an instance of
term, however, introduced papers that had little to do with the open how rms make decisions whether to develop innovations inter-
innovation literature. We therefore read through all 701 abstracts nally or partner with external actors. External actors in this broad
to assess whether they dealt with open innovation. When we were
unsure, we downloaded and read the full publication. This screen-
ing resulted in a short list of 150 papers where we read the full
2
paper. While not a complete list of papers, the steps taken in data Books enter our analysis when we investigate the theoretical pillars of the eld
because the ISI database includes all references cited by the papers. We use this
collection result in no bias towards any particular set of authors. information to show the most cited papers in this stream of literature.
Because ISI does not include books, we lack some important con- 3
We are grateful to an anonymous reviewer for encouraging us to advance the
tributions to the eld (such as Chesbroughs original book from consideration of the boundaries of the rm.
L. Dahlander, D.M. Gann / Research Policy 39 (2010) 699709 701
tions, collaborating with scientists, engineers, nanciers and people R&D Management 25
in marketing outside the laboratory (Hargadon, 2003). Research Policy 19
Research Technology Management 14
Firms remain investing in R&D despite their reliance on external
Management Science 9
partners. One explanation is Cohen and Levinthals (1989) sugges- Industrial and Corporate Change 7
tion of a dual role of R&D: to develop new internally and to create Organization Science 6
the absorptive capacity to track and evaluate developments outside Technovation 5
rm boundaries. They observed that rms with high investments Industry and Innovation 5
International Journal of Technology Management 4
in R&D appear to be more able to benet from spill-overs (Cohen California Management Review 4
and Levinthal, 1990). MIT Sloan Management Review 4
Another aspect of maintaining internal expertise is Rosenbergs
(1990) argument about conducting R&D as a ticket of admission
to potential partners. Firms with plentiful resources and expertise 4. Different types of openness
are more attractive partners. In the alliance literature, for instance,
there are many detailed examples of how rms gain expertise We analyzed our database to portray the broad trends of
through creating relationships with reputable partners (Powell et research on openness. Fig. 1 shows the number of publications per
al., 2005). year, indicating growth in the topic in recent years. This is accentu-
To summarize, much of the literature views R&D as a neces- ated by special issues in journals such as R&D Management, Industry
sary complement to openness for ideas and resources from external and Innovation and related special issues on open source, in Man-
actors. It is less clear whether there could be a substitution effect, agement Science and Research Policy. Indeed R&D Management is top,
with openness replacing internal R&D. A potential substitution followed by Research Policy when it comes to the number of papers
effect emerges where rms can streamline R&D and engage in published on open innovation. The top ten journals by number of
external interactions to compensate for a more limited internal open innovation article published are listed in Table 1.
R&D focus (Chesbrough, 2003). Firms vary in the extent to which We continued by investigating the references included in the
they can screen, evaluate and assimilate external inputs to the papers on open innovation. This approach develops from a long
innovation process. Empirical research underscore that there are tradition in the sociology of science, of references as hallmarks of
substantial variations in the degree to which rms use external the intellectual content (Merton, 1973). By investigating what these
ideas (Laursen and Salter, 2006a). Research has shown that rms papers cite, we therefore obtain a richer picture of how this stream
need competencies in areas related to their partners to assim- of literature links into a broader debate in management and inno-
ilate and co-develop ideas that originate from external sources vation studies. In Table 2, we illustrate the top ten cited references
(Brusoni et al., 2001; Granstrand et al., 1997; Mowery et al., 1996). from the papers published on open innovation.
Internal capabilities and external relations are therefore comple- Many of the works on this list are from the open innovation or
ments rather than substitutes. Firms spend considerable time and user innovation literature with von Hippels (1988) book on top.5
resources on internal R&D, and this leads to the question of what is Unsurprisingly, Chesbroughs (2003a) book is among the most cited
the right balance between internal and external sources of innova- references. Some of the most cited works are from scholars not
tion. What might be new is that the balance between internal and necessarily using an open innovation lens, including Cohen and
external resources and whether this has shifted, not least because Levinthals (1990) work on absorptive capacity, Teeces paper on
possessing internal R&D capabilities can be argued to be more complementary assets (1986) and Marchs (1991) exploration and
important when relying heavily on relationships with other actors exploitation piece. In analyzing all citations in the work published
(Helfat, 2006). This calls for a greater understanding of different on open innovation, it is clear that it links into broader debates in
forms and practices of openness. innovation studies and management.
To further develop our understanding, we used our database
to construct a network of which scholars are collaborating with
4
See Powell (1990) for a discussion about network arrangements and West and
5
Lakhani (2008) for a distinction between individuals and organization in the case of Although books are not listed as an actual reference in ISI, the references in cited
open innovation. papers are included. This is why e.g. von Hippels books are included.
702 L. Dahlander, D.M. Gann / Research Policy 39 (2010) 699709
Table 2
Most cited works of open innovation papers.
Table 4
Some examples of empirical studies on openness.
Chesbrough and Crowther (2006) Low-tech or mature industries 12 rms in low-tech or mature Open innovation practices Inboundacquiring
industries common also in low-tech
industries. Leveraging external
research as a complement
rather than as substitute for
internal R&D
Christensen et al. (2005) Consumer electronics Current transformation of Different use of open Inboundacquiring
sound amplication from innovation practices is
linear solid state technology to contingent upon the position
switched or digital technology in the innovation system and
within the consumer stage of the technological
electronics system of regime
innovation
Laursen and Salter (2006) Firms within manufacturing 2707 rms in the Community Firms external search strategy Inboundsourcing
Innovation Survey in the UK (breadth and depth) is
curvilinearly related to
innovative performance
Fey and Birkinshaw (2005) Firms with R&D activities R&D activities of 107 large How the choice of governance Inboundsourcing
rms based in the UK and mode for external R&D, along
Sweden with openness to new ideas
and codiability of knowledge,
affects R&D performance
Henkel (2006) Embedded Linux 268 developers working with Firms selectively reveal some Outboundrevealing
embedded Linux technologies to the public as
they attach different values to
it
West (2003) Proprietary platform vendors Three case studies of Apple, Proprietary platform rms Outboundrevealing
IBM and Sun support open source
technologies as part of their
platform strategies by
balancing the tension between
appropriation and
appropriability
Lichtenthaler and Ernst (2009) Multiple industries 155 medium and large-sized The strategy process and Outboundlicensing
rms Germany, Austria and content characteristics jointly
Switzerland shape the performance of
out-licensing
Lichtenthaler and Ernst (2007) Multiple industries 154 medium-sized and large External technology Outboundlicensing
European rms commercialization is not fully
leveraged, but have great
potential if successfully
implemented
continuum, ranging from closed to open, covering varying degrees others work resulted in a steady stream of incremental innovation
of openness. More generally scholars have recognized that some across the community of rms. A detailed case study of innovation
aspects of the innovation process are open and others may be closed in the Cornish mining district during the industrial revolution also
(Chesbrough et al., 2006). If we accept that openness is a continuum, shows that rms revealed their internal ndings to their competi-
a non-controversial argument in the open innovation community, tors (Nuvolari, 2004).
then we can seek to advance a greater understanding of benets and The appropriability regime governs an innovators ability to
costs of openness. Without considering the disadvantages, the lit- capture the prots generated by an innovation (Teece, 1986).
erature is imbalanced and has not leveraged its full potential (Foss, Firms usually adopt both formal methods (such as patent, trade-
2003). mark or copyright protection) as well as informal methods (lead
times, rst mover advantages, lock-ins) within their appropriabil-
4.1. Revealing: Outbound innovationnon-pecuniary ity strategies. The premise is that openness, caused by voluntarily or
unintentionally divulging information to outsiders, does not always
4.1.1. Denition reduce the probability of being successful (von Hippel, 1988, 2005;
This type of openness refers to how internal resources are Henkel, 2006; von Hippel and von Krogh, 2003). Henkel (2006), for
revealed to the external environment. In particular, this approach instance, suggests that rms adopt strategies to selectively reveal
deals with how rms reveal internal resources without immediate some of their technologies to the public in order to elicit col-
nancial rewards, seeking indirect benets to the focal rm. laboration, but without any contractual guarantees of obtaining
it.
4.1.2. Advantages In the absence of strong IPR, in some cases there are greater
Allen (1983) used the case of the iron production industry in chances of cumulative advancements (Levin et al., 1987). This
19th century England to illuminate what he called collective inven- contention is highlighted in the existence of phenomena such as
tion. Firms in this industry regularly shared their designs and the Wikipedia and free and open source software where individuals col-
performance of the blast furnaces they had built in verbal interac- lectively develop innovative solutions (West and Gallagher, 2006).
tions and in published material. In most instances, new ideas were In the literature on standards, for example, it is well-known that
not protected by patents, and competing rms could use the infor- being open and focusing less on ownership increases the opportu-
mation when building new plants. The ability to build upon each nities to gain interest from other parties.
704 L. Dahlander, D.M. Gann / Research Policy 39 (2010) 699709
It has been found that rms can place too strong an emphasis between organizations. As a consequence, the potential of sell-
on protecting their knowledge, resulting in a myopia of protective- ing technologies in the market place has not been fully leveraged
ness (Laursen and Salter, 2006b). In this case, rms may become (Gambardella, Giuri, & Luzzi, 2007). Gambardella et al. (2007) even
obsessed with ownership, instead of marshalling resources and suggest that the market for technology could be close to 70% larger
support from the external environment necessary to bring inven- should some obstacles be overcome.
tions into commercial applications and services. Firms therefore An obstacle that often prevents rms from out-licensing
use combinations of different means of protection, balancing the technologies is that they have difculty anticipating the poten-
relative inefciency of formal protection by putting greater empha- tial value (Chesbrough and Rosenbloom, 2002). Firms may be
sis on alternative methods (Lpez and Roberts, 2002). over-committed to where they have invested resources, another
organization may be better equipped to independently commer-
4.1.3. Disadvantages cialize it. Chesbrough and Rosenblooms (2002) analysis of Xerox
An obvious disadvantage of revealing internal resources to pace illustrate how the combined market capitalization of spin-offs
the general technological advance is the difculty in capturing and other external commercializations subsequently overtook the
benets that accrue (Helfat, 2006). Competitors can be better posi- value of Xerox. With this potential, it is clear that a deliberate strat-
tioned with complementary assets and production facilities to egy may need to be in place. Lichtenthaler and Ernst (2007) suggest
make use of the technological advance. that while many rms are open to licensing technologies, they lack
It is a challenge to choose what internal resources to reveal to a conscious strategy for bringing this into practice. In a recent paper,
the external environment. Some large companies have different Lichtenthaler (2009) discussed how strategic planning and the con-
committees that make decisions whether to le patents or dis- tent characteristics jointly shape the rms potential to benet from
close. Smaller companies, in contrast, typically lack the resources out-licensing.
to structure this process. In many technology environments, patents provide opportuni-
ties for rms to overcome this disclosure problem (Arrow, 1962).
4.2. Selling: outbound innovationpecuniary Open innovation requires that buyer and seller reach an agreement,
so appropriability regimes allow the seller to disclose information.
4.2.1. Denition The contention is thus that IP is important in order to trade inno-
This type of openness refers to how rms commercialize vations (West, 2006). Understanding the disclosure paradox calls
their inventions and technologies through selling or licensing out attention to the means of appropriability in open innovation, and
resources developed in other organizations. how rms attempt to be open yet are able to appropriate commer-
cial returns from their innovative efforts. To overcome this paradox,
4.2.2. Advantages rms often require that inventors have formal IPR in place before
Chesbrough (2003a,b, 2006) discusses how rms can benet by they work together.
commercializing inventions by selling or licensing-out ideas that
might hitherto have been ignored. Some rms have developed a 4.3. Sourcing: inbound innovationnon-pecuniary
plethora of patents because of incentives used in R&D to encourage
patentingoften without considering business relevance (Nerkar, 4.3.1. Denition
2007). By selling or out-licensing, rms can more fully leverage This type of openness refers to how rms can use external
their investments in R&D, partnering with actors adept at bringing sources of innovation. Chesbrough et al. (2006) claim that rms
inventions to the market place. Chesbrough and Rosenbloom (2002, scan the external environment prior to initiating internal R&D
p. 550) note that . . .if companies that fund research that generates work. If existing ideas and technologies are available, the rms use
spill-overs are to develop a better business model to commercialize them. Accounts of corporate R&D laboratories show that they are
their spill-over technologies, our traditional notions of technol- vehicles for absorbing external ideas and mechanisms to assess,
ogy management must be expanded. Gassmann and Enkel (2006) internalize and make them t with internal processes (Freeman,
discuss how some rms adopt different insideout processes to 1974).
externalize internal knowledge and invention to the market place.
Research suggests that licensing out inventions and technolo- 4.3.2. Advantages
gies is becoming more common. Some rms have even made The SAPPHO project showed that rms rely on many exter-
it a strategic priority to out-license technologies and inventions nal sources of ideas (Rothwell et al., 1974). According to Rothwell
(Fosfuri, 2006). Indeed, there are some success stories portrayed (1994, p. 19. . . accessing external know-how has long been
in the literature, but there are often many obstacles that prevent acknowledged as a signicant factor in successful innovation. Fol-
rms from selling or licensing-out technologies (Rivette and Kline, lowing this tradition of research, Laursen and Salter (2004, p. 1204)
2000). dene openness as the number of different sources of external
knowledge that each rm draws upon in its innovative activities.
4.2.3. Disadvantages Their logic is that the larger the number of external sources of inno-
Market failure sometimes occurs because inventors are reluc- vation, the more open will be the rms search strategy. This is
tant to reveal their developments. Arrows (1962) seminal paper highlighted in much other open innovation literature, which under-
suggests the signicant challenge involved in reaching agreements lines that innovation is often about leveraging the discoveries of
based on information, when two or more parties are involved. others.
When an inventor is keen to license its information to a potential Firms that manage to create a synergy between their own pro-
licensee, it is necessary to reveal some information to the poten- cesses and externally available ideas may be able to benet from
tial customer. This disclosure paradox implies that the potential the creative ideas of outsiders to generate protable new prod-
licensee receives the information without paying for it and could ucts and services. Available resources become larger than a single
in principle act opportunistically and steal the idea. Arrow argued rm can manage, they enable innovative ways to market, or the
that such problems cause market failures because they make inven- creation of standards in emerging markets. Such synergies can be
tors reluctant to reveal their technology or knowledge. created by relying on the external environment, and by taking an
The market for technology literature has argued that there are active part in external developments. P&G (Procter and Gamble),
signicant transaction costs involved in transferring technologies for example, have been able to realize value from new products
L. Dahlander, D.M. Gann / Research Policy 39 (2010) 699709 705
that they developed and marketed jointly with their re-seller net- what the rm already knows may hamper the positive effect of
work, when hitherto they would not have thought to leverage assimilating external inputs. For instance, Ahuja and Katila (2001)
these complementary assets in order to bring products to market suggest that knowledge relatedness between the acquiring and
(Huston and Sakkab, 2006). Leiponen and Helfat (2005) analyzed acquired rms is curvilinearly related to innovative performance.
the Finnish Community Innovation Survey and discovered positive Too distant inputs are harder to align with existing practices, and if
implications for success through following a parallel-path strategy knowledge bases are too similar it is difcult to come up with novel
in innovation, where rms maintain an open strategy of sourc- combinations (Sapienza et al., 2004). In other words, the effective-
ing information (breadth in sources) together with an open mind ness of openness is contingent upon the resource endowments of
about the paths to innovation (breadth of objectives). the partnering organization.
4.4.1. Denition West et al. (2006) developed a research agenda for open inno-
This type of openness refers to acquiring input to the innova- vation based on observations from industry practices rms adopt
tion process through the market place. Following this reasoning, to rely upon external actors. A review of the earlier work makes
openness can be understood as how rms license-in and acquire it clear that innovation has to some extent always been open.
expertise from outside. Empirically, practices to rely upon external actors in the innovation
process have been around for decades. For instance, Hargadons
4.4.2. Advantages (2003) work illustrate that rms have always relied on outows
Acquiring valuable resources to an innovation process requires and inows of ideas, resources and individuals and Freeman (1974)
expertise. While acknowledging the importance of openness proposed that R&D laboratories are not castles on the hill. Theo-
in terms of external sources of innovation, von Zedtwitz and retically, researchers have analyzed the benets that can accrue
Gassmann (2002) state that in order to invest when openness is from involvement in various kinds of partnerships. The open inno-
high, rms need some degree of control over a number of the ele- vation literature synthesized these ideas and stimulated a renewed
ments in their networks. Although there are many benets from interest from scholars and policy makers alike.
being able to buy or in-source external ideas to the organization, If progress is to be made in research on the changing nature
expertise is required to search for and evaluate them. of innovation processes, and that if rms are to develop viable
strategies for innovation management, more precision is needed
4.4.3. Disadvantages in conceptualizing open innovation. Chesbrough et al. (2006, p.
A further point relates to the similarity of knowledge bases and 286) submit that open innovation is both a set of practices for
how they facilitate the integration of ideas from distant realms proting from innovation, and also a cognitive model for creat-
(Kogut and Zander, 1992), because shared languages, common ing, interpreting and researching those practices. This denition
norms and cognitive congurations enable communication (Cohen is inclusive for various different practices to be considered open.
and Levinthal, 1990). Incorporating knowledge bases too close to An unintended consequence of such a denition is that scholars
706 L. Dahlander, D.M. Gann / Research Policy 39 (2010) 699709
Table 5
Comparison of four different types of openness.
Focus Revealing internal resources to Out-licensing or selling products in Sourcing external ideas and Acquiring inventions and
the external environment (e.g. the market place (e.g. Lichtenthaler knowledge from suppliers, customers, input to the innovative
Allen, 1983; Henkel, 2006; and Ernst, 2009; Chesbrough and competitors, consultants, universities, process through informal
Nuvolari, 2004; von Hippel and Rosenbloom, 2002) public research organizations, etc. (e.g. and formal relationships
von Krogh, 2003) Fey and Birkinshaw, 2005; Lakhani et (e.g. Chesbrough and
al., 2006; Laursen and Salter, 2006a) Crowther, 2006;
Christensen et al., 2005)
Gaining legitimacy from Outside partners may be better Discovering radical new solutions to Leveraging
external environment equipped to commercialize solving problems (Lakhani et al., 2006) complementarities with
(Nuvolari, 2004) inventions to the mutual interests partners (Dyer and Singh,
of both organizations (Chesbrough 1998)
and Rosenbloom, 2002)
Foster incremental and
cumulative innovation (Murray
and OMahony, 2007;
Scotchmer, 1991)
Disadvantages driving Difcult to capture the benets Over-commitment to own product Many sources create an attention Difcult to maintain a large
closeness that accrue and technologies make it difcult problem (Laursen and Salter, 2006a) number of ties with
to out-license (Lichtenthaler and different partners (Ahuja,
Ernst, 2007) 2000)
Internal resources can leak to Difcult to choose and combine Risk of outsourcing critical
competitors (Laursen and between too many alternatives dimension of the rms
Salter, 2006b) (Sapienza et al., 2004) business
use the openness construct to mean different things. Scholars have on this subject focus on the potential benets of openness, without
used different denitions of openness in their studies of open inno- theorizing about the disadvantages. Mowery (1983) suggested that
vation. This has led to conceptual ambiguity, with empirical papers internal R&D laboratories emerged because it was more efcient to
focusing on different aspects, inhibiting our ability to build a coher- internalize R&D compared to buying in the market place. It may
ent body of knowledge. At the very least, this may be detrimental be that some of the forces explained in the literature on openness
to what could be useful studies by scholars outside the innovation have eradicated these costs. In sum, at least two different forms of
community, who nd it difcult to consider how openness links cost emerge when collaborating with external partnersthe costs
into broader debates. This is supported by a recent study by Acha of coordination and competition (Grant, 1996). Costs of coordina-
(2007) that uses the Community Innovation Survey in the UK to tion emerge from organizations that are different, where it may
test openness in different ways. She notes that it is not clear how be difcult to bridge organizational boundaries. In the openness
or whether different types of openness are correlated in empirical literature, maintaining too many relationships is costly and may
studies, further highlighting the need to consider different cate- lead to a diversion of managerial attention. There are also costs of
gories of openness. Building upon much earlier literature in the competition that emerge from the risk that one actor would act
eld, our paper advanced a systematic framework that critically opportunistically in bad faith. Another potential cost is related to
analyzed this growing literature. protecting ideas to which others have access. Our paper provides
Work on openness has used case studies of large American a framework to analyze advantages and disadvantages of differ-
technology companies such as Lucent, Intel, 3Com and Mille- ent forms of openness. This helps to understand when advantages
nium Pharmaceuticals (Chesbrough, 2003a). However, exploring outweigh the disadvantages of openness.
other empirical settings is important for achieving external valid- A number of contingent factors explain why some rms are
ity (Chesbrough and Crowther, 2006). Until recently, few studies better equipped to prot from openness. For example, some schol-
explored openness using large-scale datasets covering a variety of ars suggest that stronger IPR regimes are associated with a higher
different industries. With a growing number of scholars penetrat- reliance on external actors. Gallini (2002) predicted that stronger
ing the eld, we have witnessed a change in the type of methods IPR promote greater willingness to license as protection for ideas
employed (see e.g. Laursen and Salter, 2006a; Lichtenthaler and allow organizations to respond to opportunistic behaviour with
Ernst, 2009; Van de Vrande et al., 2009). These studies comple- legal sanctions. This idea is endorsed by Laursen and Salter (2006b)
ment case studies that provide rich process-oriented descriptions who showed that reliance on many external sources of innovation
of openness that in isolation might risk becoming anecdotal. is higher in industries with formal protection for ideas.
Why are some rms proting more than others from open-
ness? This is a fundamental question on which there is surprisingly 5.2. Implications for practice
limited evidence. Researchers on openness have suggested that it
may be necessary to keep some aspects of the innovation process Open innovation has been inuential and appears to be
open while others remain closed (Laursen and Salter, 2006a; von adopted by many organizations (Chesbrough and Crowther, 2006;
Zedtwitz and Gassmann, 2002). Almost all the published papers Gassmann and Enkel, 2006). But openness can be costly (Laursen
L. Dahlander, D.M. Gann / Research Policy 39 (2010) 699709 707
and Salter, 2006a). Open innovation and the business models relat- knowledge. Inertia in the search processes for external expertise
ing to it are changing practice and creating strategic positions could result in continuation of relations that are not meeting expec-
that hitherto had not been clearly articulated (Chesbrough and tations producing over-embeddedness (Uzzi, 1997), with too little
Appleyard, 2007). The success of open innovation can differ across diversity in terms of partners, which raises another set of questions
technologies and industries (Christensen et al., 2005). It is therefore for empirical exploration.
important to attend to the barriers and limits to bringing credible Fourth, further research would appear to be necessary to elab-
and useful insights to practitioners. orate on the conceptual frame for open innovation from the
There can often be difculties in evaluating external rather perspective of product/technology lifecycles and the different
than internal ideas, as there is much less rst-hand information phases through which an innovation evolves from conceptualiza-
available on external ideas (Menon and Pfeffer, 2003). The capa- tion to commercialization. This will require a technology-analysis
bilities required to work as a broker, recombining ideas from lens, which was out of the scope of this paper.
inside and outside the rm are likely to be different from those Fifth, future research could elaborate further on the different
found in traditional internal R&D settings. Being more involved combinations of openness. A few scholars have looked at different
in open innovation can therefore create tensions with other prac- governance modes (van de Vrande et al., 2006; Fey and Birkinshaw,
tices within the organization. This begs the question of how rms 2005), but we lack substantive evidence about how rms can com-
might operationalize strategies to enable them to benet from bine different ways of managing openness. van de Vrande et als
more open approaches, what mechanisms might be implemented (2009) paper highlight various forms of openness, and we see it as
and how resources and capabilities should be deployed to support a natural next step to investigate conditions when different forms
them. of openness complement or substitute one another. Papers in this
vein might advance both a greater theoretical story, and managerial
5.3. Future research practice.
There are several areas for future research that emerge from our
6. Concluding remark
paper.
First, we have found that there is a limited understanding about
the costs of openness. For each form of openness, we considered the A number of papers draw on the openness construct to depict
associated benets and costs. An expansion of evidence on these and explain different aspects of the innovation process. It is timely
arguments will be useful to explain under which contingencies to take stock of this important idea and assess whether a coherent
openness is a fruitful strategy. body of literature is being developed. This paper presents reser-
Second, while rms have always relied on some degree vations about the denition of openness and the ways in which
of openness, there may be new ways to work with external the construct is used in a variety of empirical research settings.
actors, suggesting qualitative change of practices. As we have In reviewing the results of this research we have identied dif-
demonstrated, empirical work using qualitative and quantitative ferent interpretations of the openness construct and provided a
approaches to analyze open innovation processes has begun to conceptual frame for what we hope is a more coherent means
emerge. It is important to note the risks of being pre-occupied of developing the research agenda. We hope that this paper will
with exploring the optimal level of openness rather than prob- inspire researchers to build on the concept and theorize in a way
ing how openness has changed in a qualitative sense. Perhaps that helps explain why some rms prot more than others from
openness is today taking different forms than in the past, particu- openness.
larly given the availability of new information and communication
infrastructures to support innovation, what some call innova-
Acknowledgements
tion technology (Dodgson et al., 2005). These technologies allow
for ideas to be worked on, exchanged and diffused rapidly with
We are grateful for comments from the Editor Michel Callon
decreased transmission costs and a larger potential range and
and three anonymous reviewers, Virginia Acha, Erkko Autio, Mark
number of participants. Early research explored the impact of
Dodgson, Pablo DEste, Gerry George, Markus Perkmann, Fred Tell,
electronic tool-kits on innovation process, and later work sug-
Martin Wallin, Joel West and participants at the DRUID 2007 con-
gests that the emergence of innovation technologies leads to an
ference. This research was carried out as part of the UKs Innovation
intensication of innovation and reduced uncertainty of outcomes
and Productivity Grand Challenge with nancial support from the
(Dodgson et al., 2005). Research on the relationship between
Engineering and Physical Sciences Research Council and the Eco-
these information and communication technologies and strate-
nomic and Social Research Council through the AIM initiative. All
gies benets and disadvantages of openness might provide fruitful
errors are ours.
insights for theory and practice. Firms adopt new practices to cope
with openness and create competitive businesses. In this regard,
research could benet from concentrating more explicitly on the References
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