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Profiting from collaborative innovation practices: Identifying organizational success factors along the process

Published online by Cambridge University Press:  26 July 2018

Paula Anzola-Román ,
Cristina Bayona-Sáez  and
Teresa García-Marco
Paula Anzola-Román*
Affiliation:
Institute for Advanced Research in Business and Economics – INARBE, Public University of Navarre, Campus de Arrosadía, 31006, Pamplona, Spain
Cristina Bayona-Sáez
Affiliation:
Institute for Advanced Research in Business and Economics – INARBE, Public University of Navarre, Campus de Arrosadía, 31006, Pamplona, Spain
Teresa García-Marco
Affiliation:
Institute for Advanced Research in Business and Economics – INARBE, Public University of Navarre, Campus de Arrosadía, 31006, Pamplona, Spain
*
Corresponding author: paula.anzola@unavarra.es
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Abstract

Research on innovation management has pointed out that the capitalization of collaborative innovation practices is influenced by firms’ internal context. This paper aims to answer the following question: which organizational factors help to overcome the challenges that firms face in the different phases of the collaborative innovation process? For this purpose, previous literature is revised and three case studies are analyzed by means of applying a framework that structures the collaborative innovation process in three areas of relevance (i.e., development, integration and commercialization of the innovation). The results of the analysis inform the proposal of a theoretical framework that identifies the organizational context factors that determine the success or failure of collaborative innovation practices in each of the stages of the process.

Keywords

collaborative innovationcase studiesinnovation processinternal contextorganizational context
Type
Case study
Information
Journal of Management & Organization , Volume 25 , Issue 2 , March 2019 , pp. 239 - 262
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2018 

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