Open innovation in the financial services: Growing through openness, flexibility, and customer integration

Open Innovation in the Financial Services: Growing through Openness, Flexibility, and Customer Integration

Volumn , Issue , 2009, Pages 1-209

  Fasnacht, Daniel ^a  

^a Berghaldenstrasse 52b   (Switzerland)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 84891972409     PISSN: None     EISSN: None     Source Type: Book    
DOI: 10.1007/978-3-540-88231-2     Document Type: Book

References (120)

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56. Chesbrough coined the term "open innovation" and conceptualized this insightful idea as a framework about innovation and creating new growth. He evaluated the two models - closed innovation and open innovation - and sees the future business model in open innovation. On page 29 of his book, he states that internal research and development as utilized in the closed innovation model is past. Chesbrough, H. (2003) Open Innovation: The imperative for creating and profiting from technology. Harvard Business School Press, Boston, MA;
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63. Karl Raimund Popper (1945) The open society and its enemies. Routledge, London. In the two-volume book, written in political exile during the Second World War, Popper developed a critique of historicism and a defence of the open society, liberal democracy.
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66. Professor Noriaki Kano of Tokyo Rika University developed a method to analyze customer needs that became popular under the term Kano model. There are a number of articles on the Internet that discuss the Kano customer satisfaction model and how to do survey and analysis, e.g., 'Kano's methods for understanding customer-defined quality', Center for Quality of Management Journal, 2(4), Special Issue, Fall 1993.
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84. This report was compiled from a number of publications including Planned SOA usage grows faster than actual SOA usage, February 28, 2007;
85. When to use which type of SOA specialty product, January 29, 2007;
86. SOA investment strategies, May 19, 2006;
87. A taxonomy of service types for SOA, October 25, 2005.
88. For more pertinent research on service-oriented architecture in financial services, see Hoppermann, J. (2006) The state of SOA in financial services. Forrester Research Report, January 9.
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96. For efficiency versus flexibility, see Adler, P. S., Goldoftas, B. and Levine, D. I. (1999) 'Flexibility versus efficiency? A case study of model changeover in the Toyota production system', Organization Science, 10(1), 43-67.
97. For one of the first articles about ambidextrous organizations, see Tushman, M. L. and O'Reilly, C. A. (1996) 'Ambidextrous organizations: Managing evolutionary and revolutionary change', California Management Review, 38(4), 8-30.
98. Further articles brought together ambidexterity and innovation, see Tushman, M. L. and O'Reilly, C. (2002) Winning through innovation: A practical guide to leading organizational change and renewal. Harvard Business School Press, Boston, MA;
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103. The World Economic Forum is an independent international organization committed to improving the state of the world by engaging leaders in partnerships to shape global, regional, and industry agendas. Over the course of its 35-year history, the World Economic Forum has provided an unrivalled platform for leaders from all walks of life to shape the global agenda at the start of each year. At the core is its multistakeholder model that leverages the collective wisdom of leaders from business, government, the media, academia, the arts, and civil society by building a global platform for collaboration and action to address priorities on the global agenda. World Economic Forum Annual Meeting (2008) The power of collaborative innovation. January 23-27, Davos, Switzerland.
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111. As a member of the Academy of Management, I would like to refer to some articles about social capital. For the initial concept, see Nahapiet, J. and Ghoshal, S. (1998) 'Social capital, intellectual capital, and the organizational advantage', Academy of Management Review, 23(2), 242-266;
112. Tsai, W. and Ghoshal, S. (1998) 'Social capital and value creation: The role of intrafirm networks', Academy of Management Journal, 41(4), 464-477.
113. For further applications, see Adler, P. S. and Kwon, S. (2002) 'Social capital: Prospects for a new concept', Academy of Management Review, 27(1), 17-40.
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115. On relationship capital, see Stewart, T. A. (1997) Intellectual capital: The new wealth of organizations. Nicholas Brealey Publishing, London.
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118. GlobeSmart was originally created for ten countries in 1999 by Aperian Global and continues to evolve and grow through an extensive and ongoing process of research, interviews, updates, and reviews. Over the years, countless people from over 40 countries have enhanced the GlobeSmart content with their insights and advice. http://www.globesmart.com/[January 17, 2008]
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