Publication database

Openness and collaboration in scientific research are attracting increasing attention from scholars and practitioners alike. However, a common understanding of these phenomena is hindered by disciplinary boundaries and disconnected research streams. We link dispersed knowledge on Open Innovation, Open Science, and related concepts such as Responsible Research and Innovation by proposing a unifying Open Innovation in Science (OIS) Research Framework. This framework captures the antecedents, contingencies, and consequences of open and collaborative practices along the entire process of generating and disseminating scientific insights and translating them into innovation. Moreover, it elucidates individual-, team-, organisation-, field-, and society‐level factors shaping OIS practices. To conceptualise the framework, we employed a collaborative approach involving 47 scholars from multiple disciplines, highlighting both tensions and commonalities between existing approaches. The OIS Research Framework thus serves as a basis for future research, informs policy discussions, and provides guidance to scientists and practitioners.

This introduction discusses Open Innovation in Science (OIS) as an emerging stream of research and summarizes the articles published in the Special Issue on this topic.

All day, every day, most of us are bombarded by requests at work. Sometimes these can pile up leaving us feeling overwhelmed. Learning the right way to turn some down can help us stay in our jobs, as happier and more productive employees.

This thesis consists of three studies analyzing interactions among agents in different types of network. Chapter 1 focuses on the formation and consequences of social influence networks in organizations. Using agent-based simulations and formal game theoretical analysis, we develop a dynamic model of social influence and goal-updating to examine how employees form social influence networks, set norms, and commit to effort-levels in response to social comparisons processes prompted by the manager. By incorporating different contextual moderators, this chapter enriches the behavioral theory of the firm, showing when fueling comparisons (and the resulting conformity) is favorable or hostile to organizational performance.

In Chapter 2, I focus on firms' collaboration networks and revisit the “empirical content” of structural hole theory: how the benefits of a network position rich in structural holes for organizational performance vary under extreme, crisis conditions. Using longitudinal network data on investment banks—and exploiting the shocks of the dot.com market crash in 2000, as well as the housing crisis of 2008—we show that only monopolistic structural holes are advantageous for performance in crisis conditions. We provide further empirical tests of the mechanisms underlying this result and find that during the storm of crises, the key strategy for organizations which suffer from the crisis, is to compete for survival opportunities—new business partnerships and opportunities—and thus, they need exclusive, uncontested access to structural holes.

Finally, Chapter 3 looks at networks in competition and tests how status similarity results in conflicts among agents. Using data from the experiment by Charness et al. (2014), I empirically show that conflicts may arise among agents due to the ambiguity of who dominates the others, and highlight the moderation effect of gender norms in the relationship between status ambiguity and conflict.

The structure of the efficiency-driven industry model contributed to supply chain failures under the pandemic. Industry leaders must now pursue alternative strategies to create resilience, despite the risks.

This article provides a structured overview on the most important features of the new German legislation awarding tax breaks for R&D active companies.

The article deals with the potential that lies in the creation of a digital identity. More concretely, the article explores to what extent the customer experience can be improved by a digital/electronic identity system that allows customers to just use one single mobile app to pull data from various providers.

Eloïse has a problem. The company’s board has decided that her team will be moved to a new location – one that is in a shabby building, located far off the beaten track, and (adding insult to injury) with a horrible staff canteen. The kicker: The board tasked Eloïse with informing her team, who will be returning from their home offices to this new pandemic workplace reality. In her latest article for Forbes, Nora Grasselli, program director of ESMT Executive Education, tackles what these tough situations demand of Eloïse and other executives who are having to manage the economic fallout of the pandemic for themselves and their teams. Often, they are left to manage it alone, under conditions of extreme stress and cut loose from network support. What, asks Grasselli, can Eloïse do to handle leadership solitude and its consequences?

In the final decision-making process for an application, companies want to avoid mistakes at all costs. This article explains two reasons why you should trust chance instead.