Publication database

This paper provides an overview of the main perspectives and themes emerging in research on open innovation (OI). The paper is the result of a collaborative process among several OI scholars – having a common basis in the recurrent Professional Development Workshop on “Researching Open Innovatio” at the Annual Meeting of the Academy of Management. In this paper, we present opportunities for future research on OI, organised at different levels of analysis. We discuss some of the contingencies at these different levels, and argue that future research needs to study OI – originally an organisational-level phenomenon – across multiple levels of analysis. While our integrative framework allows comparing, contrasting and integrating various perspectives at different levels of analysis, further theorising will be needed to advance OI research. On this basis, we propose some new research categories as well as questions for future research – particularly those that span across research domains that have so far developed in isolation.

In October 2016, the Digital Society Institute hosted a workshop dedicated to the topic of vulnerabilities at large and in particular of vulnerabilities in security products. The workshop included talks from Thomas Dullien (former Google Project Zero), Matthias Luft (ERNW), Dr. Christoph Peylo (T-Labs) and a comment from Michael Kranawetter, (Head of Information Security Microsoft Germany).

 

View all ESMT Working Papers in the ESMT Working Paper Series here. ESMT Working Papers are also available via SSRN, RePEc, EconStor, and the German National Library (DNB).

As charismatic leaders are more inclined to have personality traits predisposing them to unconventional, extreme and sometimes self- destructive behavior, there is a question of how those behaviors affect the followers, namely their acceptance of the leader and their willingness to share the leader’s vision. This study explores the interface between potential followers’ attribution of causes of positive and negative behavior of charismatic leaders, and the connection between the leader and followers through shared vision. The study proposes a measure to explore how the followers make attributions of positive or negative events for charismatic and non-charismatic leaders, and the extent to which they are likely to share the vision of a charismatic or a non-charismatic leader using a sample of real business executives. The study finds that the respondents are significantly more likely to share the vision of the charismatic leader, particularly following negative events involving the latter, and are significantly more likely to view negative behavior as less important, more acceptable and more caused by personal reasons. Charismatic leaders may be better able to ‘weather the storm’ when negative events happen compared to the non-charismatic ones. The paper concludes with a suggestion for a new maintenance model of charismatic leadership.