how firms make friends: communities in private-collective innovation
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Defense Doctoral Thesis by Matthias StuermerETH Zürich, September 30th 2009TRANSCRIPT
How Firms Make Friends:Communities in Private-Collective Innovation
Defense Doctoral Thesis by Matthias Stuermer
ETH Zürich, September 30th 2009
2September 30th 2009 How Firms Make Friends: Communities in Private-Collective Innovation
Overview
1. How firms make and don't make friends
2. Thesis papers and their findings
3. Additional research papers
4. Conclusions
3September 30th 2009 How Firms Make Friends: Communities in Private-Collective Innovation
How Firms May Adopt the Open Source Model
Integrating externally available
open source software open innovation→Level 1
4September 30th 2009 How Firms Make Friends: Communities in Private-Collective Innovation
How Firms May Adopt the Open Source Model
Integrating externally available
open source software open innovation→Level 1
Revealing proprietary source code under an
open source license full control by the firm→Level 2
5September 30th 2009 How Firms Make Friends: Communities in Private-Collective Innovation
How Firms May Adopt the Open Source Model
Integrating externally available
open source software open innovation→Level 1
Revealing proprietary source code under an
open source license full control by the firm→Level 2
Level 3Building a firm-sponsored community by
renouncing some of the project's control
6September 30th 2009 How Firms Make Friends: Communities in Private-Collective Innovation
How Firms May Adopt the Open Source Model
Integrating externally available
open source software open innovation→Level 1
Revealing proprietary source code under an
open source license full control by the firm→Level 2
Level 3Building a firm-sponsored community by
renouncing some of the project's control
7September 30th 2009 How Firms Make Friends: Communities in Private-Collective Innovation
Why and How to Gain Control
A)Community-driven OSS projects Meritocracy: exercise of control on the basis of knowledge *
Technical contributions and organizational-building
behavior lead to authority and control **
B)Firm-driven OSS projects Business model: value creation and value appropriation
Firms need control to appropriate returns of investment
Balancing act between openness and control* Weber (1978)
** O'Mahony and Ferraro (2007)
8September 30th 2009 How Firms Make Friends: Communities in Private-Collective Innovation
How May Firms Influence on OSS Communities?
Influence of corporations increases when... firms reveal previously proprietary code firms employ core developers who previously
contributed as unpaid volunteers firms contract intermediary OSS firms and individuals
New challenges in firm-driven OSS projects Possible crowding-out effects of intrinsic motivation
Create incentives to attract external contributions
9September 30th 2009 How Firms Make Friends: Communities in Private-Collective Innovation
Balancing Act Between Openness and Control
Control decreases contributions * Transparency increases contributions strongly Accessibility increases contributions slightly **
Balancing is difficult Too much control: communities may not contribute with
all of their energy, interest, and creativity Too little control: results may not serve the firm's goals
* Shah (2006), Dahlander and Magnusson (2005)** von Krogh et al. (2009)
10September 30th 2009 How Firms Make Friends: Communities in Private-Collective Innovation
Apple iPhone
low Degree of openness high
11September 30th 2009 How Firms Make Friends: Communities in Private-Collective Innovation
Apple iPhone Nokia N810
low Degree of openness high
12September 30th 2009 How Firms Make Friends: Communities in Private-Collective Innovation
Apple iPhone Nokia N810
low Degree of openness high
Openmoko
13September 30th 2009 How Firms Make Friends: Communities in Private-Collective Innovation
Overview
1. How firms make and don't make friends
2. Thesis papers and their findings
3. Additional research papers
4. Conclusions
14September 30th 2009 How Firms Make Friends: Communities in Private-Collective Innovation
Structure of my Doctoral Thesis
Paper 1 Paper 2 Paper 3
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15September 30th 2009 How Firms Make Friends: Communities in Private-Collective Innovation
Structure of my Doctoral Thesis
Paper 1 Paper 2 Paper 3
Introduction
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16September 30th 2009 How Firms Make Friends: Communities in Private-Collective Innovation
Structure of my Doctoral Thesis
Paper 1 Paper 2 Paper 3
IntroductionMy paper thesis:
“How Firms Make Friends...”
App
endi
x
17September 30th 2009 How Firms Make Friends: Communities in Private-Collective Innovation
Structure of my Doctoral Thesis
Paper 1 Paper 2 Paper 3
IntroductionMy paper thesis:
“How Firms Make Friends...”
Paper 4 Paper 5 Paper 6Co-Author on additional research papers
App
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x
18September 30th 2009 How Firms Make Friends: Communities in Private-Collective Innovation
Thesis Papers and their Theory and Data
Paper Theory Method Dataset My contribution
1 open innovation
2
3
longitudinal analysis, new measures
quantitative archival data: newsgroups and source code commits
research design, data analysis, method creation, theory development
private-collective model of innovation
grounded theory building
expert interviews:with Nokia members, contractors and voluntary contributors
conducting interviews, coding of transcripts, grounded theory building, theory writing
motivation, identification, marketing
structured equation modeling (SEM)
online survey:questionnaire to Maemo and Openmoko community
research design, survey development and testing, data gathering, hypothesis development, link to theory
1
2
3
19September 30th 2009 How Firms Make Friends: Communities in Private-Collective Innovation
Enabling Knowledge Creation through Outsiders: Towards a Push Model of Open Innovation
Published: 2010 in special issue on open innovation in the International Journal of Technology Management
Finding: characteristics of the context that enables external contributions push-model of open innovation→
Data: Eclipse newsgroup messages (372k messages)and source code history (63 Mio LOC)
Method: longitudinal analysis, distinctionbetween IBM and non-IBM contributors
1
20September 30th 2009 How Firms Make Friends: Communities in Private-Collective Innovation
Enabling Knowledge Creation through Outsiders: Towards a Push Model of Open Innovation
1
Licensinginnovationsto other firms
Current concept of open innovation
Exploitation of existing ideas
21September 30th 2009 How Firms Make Friends: Communities in Private-Collective Innovation
Enabling Knowledge Creation through Outsiders: Towards a Push Model of Open Innovation
1
Licensinginnovationsto other firms
Current concept of open innovation
Exploitation of existing ideas
Free revealing ofknowledge
Push model of open innovation
Inducing new external innovations useful for the firm
Innovations pushed back
→ level 2 of the open source model
22September 30th 2009 How Firms Make Friends: Communities in Private-Collective Innovation
Enabling Knowledge Creation through Outsiders: Towards a Push Model of Open Innovation
1
Example of adoptinglevel 3 of theopen source model:founding anindependentgovernance body
→ Developer activitybefore and afterEclipse Foundation
23September 30th 2009 How Firms Make Friends: Communities in Private-Collective Innovation
Enabling Knowledge Creation through Outsiders: Towards a Push Model of Open Innovation
1
Example of adoptinglevel 3 of theopen source model:founding anindependentgovernance body
→ Developer activitybefore and afterEclipse Foundation
announcement of Eclipse Foundation
24September 30th 2009 How Firms Make Friends: Communities in Private-Collective Innovation
Extending Private-Collective Innovation: A Case Study
Published: 2009 in R&D Management, vol. 39 (2)
Finding: benefits, costs and mitigation strategies of Nokia using and contributing open source software in a commercial product private-collective innovation→
Data: 23 interviews in the Maemo community (300 pages) Nokia managers, developers, contractors,→
voluntary contributors
Method: grounded theory buildingthrough coding the transcripts
2
25September 30th 2009 How Firms Make Friends: Communities in Private-Collective Innovation
Extending Private-Collective Innovation: A Case Study
2
Example ofmitigation strategy for“difficulty to differentiate:”
Selective source code revealing
→ Hybrid software stack of Maemo
26September 30th 2009 How Firms Make Friends: Communities in Private-Collective Innovation
Extending Private-Collective Innovation: A Case Study
2
Example ofmitigation strategy for“difficulty to differentiate:”
Selective source code revealing
→ Hybrid software stack of Maemo
27September 30th 2009 How Firms Make Friends: Communities in Private-Collective Innovation
The Credible Sponsor: Participant's Motivation and
Organization Attributes in Collaborative Digital Innovation
Under review: special issue on digital innovation in Organization Science
Finding: impact of perceived firm characteristics on the intrinsic and extrinsic motivation of contributors
Data: survey on the Maemo and Openmokocommunities 1233 responses, 27.9% response rate →
Method: structured equation modelingtesting 10 hypotheses on openness, credibility, identification, motivation and contribution
3
28September 30th 2009 How Firms Make Friends: Communities in Private-Collective Innovation
The Credible Sponsor: Participant's Motivation and
Organization Attributes in Collaborative Digital Innovation
3
29September 30th 2009 How Firms Make Friends: Communities in Private-Collective Innovation
The Credible Sponsor: Participant's Motivation and
Organization Attributes in Collaborative Digital Innovation
3
Perceived firm attributes Individual Identification, Motivation, and Contribution
30September 30th 2009 How Firms Make Friends: Communities in Private-Collective Innovation
The Credible Sponsor: Participant's Motivation and
Organization Attributes in Collaborative Digital Innovation
3
Perceived firm attributes Individual Identification, Motivation, and Contribution
⊘
31September 30th 2009 How Firms Make Friends: Communities in Private-Collective Innovation
Overview
1. How firms make and don't make friends
2. Thesis papers and their findings
3. Additional research papers
4. Conclusions
32September 30th 2009 How Firms Make Friends: Communities in Private-Collective Innovation
Proceedings of HICSS 2007:Sampling in Open Source Software Development:The case for using the Debian GNU/Linux Distribution
Working paper:A Lightweight Model of Component Reuse: A Study of Software Packages in Debian GNU/Linux
Revise and resubmit Organization Science:How Component Dependencies Predict Change in Complex Technologies
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Additional Research Papers
33September 30th 2009 How Firms Make Friends: Communities in Private-Collective Innovation
Overview
1. How firms make and don't make friends
2. Thesis papers and their findings
3. Additional research papers
4. Conclusions
34September 30th 2009 How Firms Make Friends: Communities in Private-Collective Innovation
Conclusions
Firms benefit investing in open source software private-collective model of innovation→
Balancing act managing an open source community – especially as a firm
Ways on how to incentivize contributions
Proposition: Network with the community becomes a new source of sustainable competitive advantage
35September 30th 2009 How Firms Make Friends: Communities in Private-Collective Innovation
Conclusions
Firms benefit investing in open source software private-collective model of innovation→
Balancing act managing an open source community – especially as a firm
Ways on how to incentivize contributions
Proposition: Network with the community becomes a new source of sustainablecompetitive advantage
36September 30th 2009 How Firms Make Friends: Communities in Private-Collective Innovation
Sources of Competitive Advantage
Traditional views Industry structure view * Resource-based view **
* Porter (1980)** Wernerfelt (1984), Barney (1991)
37September 30th 2009 How Firms Make Friends: Communities in Private-Collective Innovation
Sources of Competitive Advantage
Traditional views Industry structure view * Resource-based view **
Dyer and Singh (1998): Relational view Network of relationships with other organizations Embedded interfirm resources are difficult to imitate Results in interorganizational competitive advantage
* Porter (1980)** Wernerfelt (1984), Barney (1991)
38September 30th 2009 How Firms Make Friends: Communities in Private-Collective Innovation
Firm-Driven Open Source Communities as an Example
of Interorganizational Competitive Advantage
Determinants of relational rents Subprocesses facilitating relational rents
Relation-specific assets Duration of safeguards→
Volume of interfirm transactions→
Knowledge-sharing routines Partner-specific absorptive capacity→
Incentives to encourage transparency and discourage free riding→
Ability to identify and evaluate potential complementarities→
Effective governance
Complementary resources and capabilities → Role of organizational complementarities to access benefits of
strategic resource complementarity
→ Ability to employ self-enforcement rather than third-party governance enforcement
→ Ability to employ informal versus formal self-enforcement governance mechanisms
Dyer and Singh (1998)
39September 30th 2009 How Firms Make Friends: Communities in Private-Collective Innovation
Ari Jaaksi, Head of OSS Operations at Nokia
“But we believe the world is changing and the competitive advantage comes from how many others can you get from participating in this network. This network becomesmore important than trade secrets.”
40September 30th 2009 How Firms Make Friends: Communities in Private-Collective Innovation
Ari Jaaksi, Head of OSS Operations at Nokia
“But we believe the world is changing and the competitive advantage comes from how many others can you get from participating in this network. This network becomesmore important than trade secrets.”
→ this was November 2006
→ June 2009: partnership Nokia and Intel based on Maemo
→ August 2009: Maemo shall supersede Symbian as a platform
41September 30th 2009 How Firms Make Friends: Communities in Private-Collective Innovation
Ari Jaaksi, Head of OSS Operations at Nokia
“But we believe the world is changing and the competitive advantage comes from how many others can you get from participating in this network. This network becomesmore important than trade secrets.”
→ this was November 2006
→ June 2009: partnership Nokia and Intel based on Maemo
→ August 2009: Maemo shall supersede Symbian as a platform
→ October 2009: N900, new smartphone based on Maemo