International debate about the nature of Open Innovation Processes – OIPs is increasing more and more. Management scholars, who refer to empirical evidences or just propose theoretical contributions, dispute whether OIPs can be included among R&D or marketing activities. In the former case, companies exploit science-based relationships; in the latter, companies take advantage of market-based relationships.Moreover, from an OIP launched by Fiat Chrysler Automobiles – FCA, it seems that another option can emerge. The single case study rebuilt and presented in the present paper, discloses that FCA has launched an OIP involving young millennials in order to foresee “the car of the future, the future of the car”. By asking questions about their needs and technology or distinctive competenciesto be used in order to satisfy the above needs, the company has tried to develop strategic foresight in order to identify new, disruptive ways of facing competition. As a result, besides an R&D or a marketing activity, OIPs might also be considered a strategic planning activity directed to foresee new business models. Despite some limitations (mainly the reference to the methodology of a single case study), some speculations about the relevance of OIPs in strategic foresight are offered in the present paper.
Open innovation, strategic foresight and business models
Candelo Elena
2019-01-01
Abstract
International debate about the nature of Open Innovation Processes – OIPs is increasing more and more. Management scholars, who refer to empirical evidences or just propose theoretical contributions, dispute whether OIPs can be included among R&D or marketing activities. In the former case, companies exploit science-based relationships; in the latter, companies take advantage of market-based relationships.Moreover, from an OIP launched by Fiat Chrysler Automobiles – FCA, it seems that another option can emerge. The single case study rebuilt and presented in the present paper, discloses that FCA has launched an OIP involving young millennials in order to foresee “the car of the future, the future of the car”. By asking questions about their needs and technology or distinctive competenciesto be used in order to satisfy the above needs, the company has tried to develop strategic foresight in order to identify new, disruptive ways of facing competition. As a result, besides an R&D or a marketing activity, OIPs might also be considered a strategic planning activity directed to foresee new business models. Despite some limitations (mainly the reference to the methodology of a single case study), some speculations about the relevance of OIPs in strategic foresight are offered in the present paper.
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