Connecting Organizational Learning and Open Innovation Research: An Integrative Framework and Insights from Case Studies of Strategic Alliances

Autor/inn/en	Ferrigno, Giulio; Del Sarto, Nicola; Cucino, Valentina; Piccaluga, Andrea
Titel	Connecting Organizational Learning and Open Innovation Research: An Integrative Framework and Insights from Case Studies of Strategic Alliances
Quelle	In: Learning Organization, 29 (2022) 6, S.629-648 (20 Seiten)Infoseite zur Zeitschrift PDF als Volltext Verfügbarkeit
Sprache	englisch
Dokumenttyp	gedruckt; online; Zeitschriftenaufsatz
ISSN	0969-6474
DOI	10.1108/TLO-03-2021-0030
Schlagwörter	Organizational Learning; Experiential Learning; Innovation; Experimental Programs; Learning Strategies + Suchen Sie Ihr Suchwort? Organisationslernen; Experiental learning; Erfahrungsorientiertes Lernen; Erprobungsprogramm; Learning methode; Learning techniques; Lernmethode; Lernstrategie
Abstract	Purpose: This study aims to combine open innovation (OI) and organizational learning (OL) literature in the context of strategic alliances. Design/methodology/approach: The authors develop a conceptual framework that links OI to OL literatures. The authors empirically validate this framework through four representative cases of dyadic strategic alliances in which the allied partners have (mainly) adopted an inbound or outbound OI strategy and (mainly) used an experiential or experimental learning approach to access knowledge in the alliance. Findings: The authors propose and validate a framework that links two well-known OI strategies (inbound and outbound) and two types of OL, namely, experiential and experimental learning. This, in turn, allows us to propose four different typologies of learning opportunities that could be pursued by alliance partners. Research limitations/implications: The research offers a framework that links experiential and experimental learning to inbound and outbound OI strategies. However, the authors focused on inbound and outbound OI. The authors are aware that sometimes coupled innovation could take place in alliances. Practical implications: This study proposes best practices for companies willing to open their innovation processes with alliance partners by bearing in mind the learning outcomes that may be exploited through the alliance. Originality/value: This study highlights four alliance archetypes emerging from the nexus between OI strategies to OL methods. (As Provided).
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Erfasst von	ERIC (Education Resources Information Center), Washington, DC
Update	2024/1/01