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Innovation managers and innovation scholars increasingly emphasize the open
innovation model, introduced by Henry Chesbrough in 2003. This model postulates
that the innovation process should be flexible and cross organizational
boundaries, which enables the transfer of knowledge and capabilities between
organizations. However, until now, it remained unclear which types of firms
apply open innovation, whether it realy raises their performance, and how this
can be managed in the best way. This book addresses the important issue how
innovative firms profit from external knowledge to improve their innovation
performance.Using large scale empirical evidence from the Dutch industry, this
book shows that especially Small and Medium sized Enterprises (SMEs) and firms
from low-tech sectors have increasingly adopted open innovation strategies over
the period 1994-2004, and are clearly catching up large and high-tech firms.
The results indicate that firms pursuing an open innovation strategy perform
better with regard to innovation than firms that innovate exclusively in-house.
In contrast to the common opinion that large Mergers & Acquisitions (M&As) are
bad for innovation, it turns out that M&As have a positive impact on long-term
innovation performance. In times of economic cricis this can be an extra
argument for governments to back large scale M&As. Large (medium) high-tech
M&As in the life sciences industry were analysed in-depth, to investigate the
dynamics of post M&A integration. This book shows the different types of
innovation synergies that can be expected from M&As and how they can be
realized by systematic post M&A integration. Finally, this book studies how
innovation brokers fulfill essential roles in innovation networks of SMEs in
the agri-food sector. It provides guidelines for managers in innovation
networks to improve the performance of these networks.