<abstract xmlns="http://www.w3.org/1999/xhtml"><p>The paper aims to analyse the relationship between different types of corporate strategy and open innovation in the contexts of the age, size and the operational range of enterprises. The research targeted companies in Poland that were surveyed from January to April, using traditional and electronic forms of a questionnaire. The questionnaire was developed based on a 5-point Likert scale. The level of “openness” of innovation processes in an enterprise was determined according to a 3-point scale, namely, a closed innovator, a hybrid or semi-open innovator, and an open innovator. The strategy implemented by an enterprise was classed into main three types used to achieve a competitive advantage, i.e. cost leadership, differentiation or diversification. There is a strong correlation between open innovations, the cost leadership strategy and the differentiation strategy (negative correlation). The relationship between the age, size and the range of a company and the opening of innovative processes was also observed. The research aims to fill the knowledge gap existing in the literature regarding the links between a particular type of strategy and the opening of innovation processes.</p></abstract>

The paper aims to analyse the relationship between different types of corporate strategy and open innovation in the contexts of the age, size and the operational range of enterprises. The research targeted companies in Poland that were surveyed from January to April, using traditional and electronic forms of a questionnaire. The questionnaire was developed based on a 5-point Likert scale. The level of “openness” of innovation processes in an enterprise was determined according to a 3-point scale, namely, a closed innovator, a hybrid or semi-open innovator, and an open innovator. The strategy implemented by an enterprise was classed into main three types used to achieve a competitive advantage, i.e. cost leadership, differentiation or diversification. There is a strong correlation between open innovations, the cost leadership strategy and the differentiation strategy (negative correlation). The relationship between the age, size and the range of a company and the opening of innovative processes was also observed. The research aims to fill the knowledge gap existing in the literature regarding the links between a particular type of strategy and the opening of innovation processes.

Open innovation in the context of organisational strategy

Wroclaw University of Science and Technology

Engineering Management in Production and Services

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 License.

{"article-title":"Open innovation in the context of organisational strategy"}

The paper aims to analyse the relationship between different types of corporate strategy and open innovation in the contexts of the age, size and the...

ModelB		Non-standardised coefficient		Standardised coefficient	t	Significance
ModelB		standard error	Beta	Standardised coefficient	t	Significance
1	(Constant)	2.819	1.304		2.161	0.033
	Size	0.099	0.056	0.162	1.766	0.081
	Age	0.084	0.058	0.137	1.459	0.148
	Operational range	0.134	0.060	0.178	2.239	0.028
	Cost leadership	0.238	0.265	0.169	0.899	0.371
	Differentiation	−0.656	0.278	−0.431	−2.357	0.021
	Diversification	−0.174	0.262	−0.120	−0.665	0.508

Type of innovation	Sources of knowledge
Closed innovators: enterprises with innovations developed mainly through their own efforts (they have neither cooperated nor bought external R&D)	Internal knowledge is the most important source
Hybrid innovators: enterprises with innovations developed mainly through research and development activities, but having cooperated or bought external R&D	Both internal and external knowledge is just as important
Open innovators: enterprises with innovations developed mainly through cooperation with other entities or by other entities	At least one external source is more important than internal knowledge

Open innovation in the context of organisational strategy

Published Online: Nov 19, 2019

Page range: 86 - 95

Received: Apr 30, 2019

Accepted: Aug 20, 2019

DOI: https://doi.org/10.2478/emj-2019-0023

Keywords
open innovations, diversification, differentiation, cost leadership

© 2019 Katarzyna Walecka-Jankowska et al., published by Sciendo

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 License.

Fig. 1

Fig. 2

Fig. 3

Coefficients of the Anova regression analysis (with Open.Innovation as dependent variable)

Openness of business innovation processes

Open innovation in the context of organisational strategy

Published Online: Nov 19, 2019

Page range: 86 - 95

Received: Apr 30, 2019

Accepted: Aug 20, 2019

DOI: https://doi.org/10.2478/emj-2019-0023

Keywordsopen innovations, diversification, differentiation, cost leadership

© 2019 Katarzyna Walecka-Jankowska et al., published by Sciendo

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 License.

Fig. 1

Fig. 2

Fig. 3

Coefficients of the Anova regression analysis (with Open.Innovation as dependent variable)

Openness of business innovation processes

Keywords
open innovations, diversification, differentiation, cost leadership