How Can Organizations Manage Open Innovation on Individual Level: A Case Study of Haier in Chinese High-tech Industry?
Open innovation, defined as “the usage of both inflows and outflows of knowledge to improve internal innovation as well as external market expansion (Chesbrough, 2003)”, enabled the improvement of efficient resource utilization. Since put forward in 2003, an increasing number of open innovation rese...
| Main Author: | |
|---|---|
| Format: | Dissertation (University of Nottingham only) |
| Published: |
2018
|
| Online Access: | https://eprints.nottingham.ac.uk/54386/ |
| _version_ | 1848799044867981312 |
|---|---|
| author | WEI, Lei |
| author_facet | WEI, Lei |
| author_sort | WEI, Lei |
| building | Nottingham Research Data Repository |
| collection | Online Access |
| description | Open innovation, defined as “the usage of both inflows and outflows of knowledge to improve internal innovation as well as external market expansion (Chesbrough, 2003)”, enabled the improvement of efficient resource utilization. Since put forward in 2003, an increasing number of open innovation researches began to emerge. Among these researches, studies relating to the origins, classifications and determinants of open innovation accounted for the majority. There was a lack of research extended to the systematic implementation of open innovation, especially when considering the encouragement of participation on the individual level. After taking the preliminary investigation, we determined the scope of research in Chinese high-tech industry because of its current scale and potential growth, among which several successful open innovators were detected. To analyse the management practices penetratingly, Haier, one of the leading organizations that initiated open innovation reform in the 1990s, was selected as a focal point. An in-depth case study was therefore developed to analyse Haier’s three practices including “integrating staff with orders," “establishing flexible self-operated strategic business unit (SBU)” as well as “constructing convenient platform networking." Finally, we traced back these practices to the empirical studies correspondently, identifying the internal links as well as conflicts, based on which future direction was tentatively launched. |
| first_indexed | 2025-11-14T20:29:25Z |
| format | Dissertation (University of Nottingham only) |
| id | nottingham-54386 |
| institution | University of Nottingham Malaysia Campus |
| institution_category | Local University |
| last_indexed | 2025-11-14T20:29:25Z |
| publishDate | 2018 |
| recordtype | eprints |
| repository_type | Digital Repository |
| spelling | nottingham-543862022-08-01T15:45:50Z https://eprints.nottingham.ac.uk/54386/ How Can Organizations Manage Open Innovation on Individual Level: A Case Study of Haier in Chinese High-tech Industry? WEI, Lei Open innovation, defined as “the usage of both inflows and outflows of knowledge to improve internal innovation as well as external market expansion (Chesbrough, 2003)”, enabled the improvement of efficient resource utilization. Since put forward in 2003, an increasing number of open innovation researches began to emerge. Among these researches, studies relating to the origins, classifications and determinants of open innovation accounted for the majority. There was a lack of research extended to the systematic implementation of open innovation, especially when considering the encouragement of participation on the individual level. After taking the preliminary investigation, we determined the scope of research in Chinese high-tech industry because of its current scale and potential growth, among which several successful open innovators were detected. To analyse the management practices penetratingly, Haier, one of the leading organizations that initiated open innovation reform in the 1990s, was selected as a focal point. An in-depth case study was therefore developed to analyse Haier’s three practices including “integrating staff with orders," “establishing flexible self-operated strategic business unit (SBU)” as well as “constructing convenient platform networking." Finally, we traced back these practices to the empirical studies correspondently, identifying the internal links as well as conflicts, based on which future direction was tentatively launched. 2018-09-12 Dissertation (University of Nottingham only) NonPeerReviewed WEI, Lei (2018) How Can Organizations Manage Open Innovation on Individual Level: A Case Study of Haier in Chinese High-tech Industry? [Dissertation (University of Nottingham only)] |
| spellingShingle | WEI, Lei How Can Organizations Manage Open Innovation on Individual Level: A Case Study of Haier in Chinese High-tech Industry? |
| title | How Can Organizations Manage Open Innovation on Individual Level: A Case Study of Haier in Chinese High-tech Industry? |
| title_full | How Can Organizations Manage Open Innovation on Individual Level: A Case Study of Haier in Chinese High-tech Industry? |
| title_fullStr | How Can Organizations Manage Open Innovation on Individual Level: A Case Study of Haier in Chinese High-tech Industry? |
| title_full_unstemmed | How Can Organizations Manage Open Innovation on Individual Level: A Case Study of Haier in Chinese High-tech Industry? |
| title_short | How Can Organizations Manage Open Innovation on Individual Level: A Case Study of Haier in Chinese High-tech Industry? |
| title_sort | how can organizations manage open innovation on individual level: a case study of haier in chinese high-tech industry? |
| url | https://eprints.nottingham.ac.uk/54386/ |