Found 9 article(s) for author 'Karim Lakhani'

Sustaining open innovation through a “Center of Excellence”

Sustaining open innovation through a “Center of Excellence”. Karim Lakhani, 2019, Case, “This paper presents NASA’s experience using a Center of Excellence (CoE) to scale and sustain an open innovation program as an effective problem-solving tool and includes strategic management recommendations for other organizations based on lessons learned. Design/methodology/approach: This paper defines four phases of implementing an open innovation program: Learn, Pilot, Scale and Sustain. It provides guidance on the time required for each phase and recommendations for how to utilize a CoE to succeed. Recommendations are based upon the experience of NASA’s Human Health and Performance Directorate, and experience at the Laboratory for Innovation Science at Harvard running hundreds of challenges with research and development organizations.Link

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Establishing a Center of Excellence to Scale and Sustain Open Innovation

Establishing a Center of Excellence to Scale and Sustain Open Innovation. Karim Lakhani, February 7, 2019, Paper, “Organizations face many issues in scaling and sustaining successful pilot programs in open innovation. This paper describes a set of recommendations to accelerate these practices in order to develop a Center of Excellence (CoE) that can increase adoption. The experience of the Human Health and Performance Directorate (HH&P) at the NASA Johnson Space Center spanned more than seven years from initially learning about open innovation to the successful establishment of a CoE; this paper provides recommendations on how to decrease this timeline to three to four years. Organizations must anticipate success with initial pilot programs and conduct many future activities in parallel to achieve the recommended timeline. Simultaneously, organizations must develop strategies to overcome the internal resistance and cultural barriers to finding novel ideas and solutions to fully realize the potential of open innovation.Link

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Innovation contest: Effect of perceived support for learning on participation

Innovation contest: Effect of perceived support for learning on participation. Karim Lakhani, June 27, 2018, Paper, “Frontline staff are well positioned to conceive improvement opportunities based on first-hand knowledge of what works and does not work. The innovation contest may be a relevant and useful vehicle to elicit staff ideas. However, the success of the contest likely depends on perceived organizational support for learning; when staff believe that support for learning-oriented culture, practices, and leadership is low, they may be less willing or able to share ideas.We examined how staff perception of organizational support for learning affected contest participation, which comprised ideation and evaluation of submitted ideas.Link

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Managing Our Hub Economy

Managing Our Hub Economy. Marco Iansiti, Karim Lakhani, September/October 2017, Opinion, “The global economy is coalescing around a few digital superpowers. We see unmistakable evidence that a winner-take-all world is emerging in which a small number of “hub firms”—including Alibaba, Alphabet/Google, Amazon, Apple, Baidu, Facebook, Microsoft, and Tencent—occupy central positions. While creating real value for users, these companies are also capturing a disproportionate and expanding share of the value, and that’s shaping our collective economic future. The very same technologies that promised to democratize business are now threatening to make it more monopolistic.Link

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Firms, crowds, and innovation

Firms, crowds, and innovation. Karim Lakhani, May 2017, Paper, “The purpose of this article is to suggest a (preliminary) taxonomy and research agenda for the topic of “firms, crowds, and innovation” and to provide an introduction to the associated special issue. We specifically discuss how various crowd-related phenomena and practices–for example, crowdsourcing, crowdfunding, user innovation, and peer production–relate to theories of the firm, with particular attention on “sociality” in firms and markets. We first briefly review extant theories of the firm and then discuss three theoretical aspects of sociality related to crowds in the context of strategy, organizations, and innovation: (1) the functions of sociality (sociality as extension of rationality, sociality as sensing and signaling, sociality as matching and identity), (2) the forms of sociality (independent/aggregate and interacting/emergent forms of sociality), and (3) the failures of sociality (misattribution and misapplication). We conclude with an outline of future research directions and introduce the special issue papers and essays.Link

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The Truth About Blockchain

The Truth About Blockchain. Karim Lakhani, January/February 2017, Paper, “The technology at the heart of bitcoin and other virtual currencies, blockchain is an open, distributed ledger that can record transactions between two parties efficiently and in a verifiable and permanent way. The ledger itself can also be programmed to trigger transactions automatically. With blockchain, this article can imagine a world in which contracts are embedded in digital code and stored in transparent, shared databases, where they are protected from deletion, tampering, and revision. In this world every agreement, every process, every task, and every payment would have a digital record and signature that could be identified, validated, stored, and shared. This is the immense potential of blockchain. Although this article shares the enthusiasm for its potential, it worries about the hype.Link

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What the Companies on the Right Side of the Digital Business Divide Have in Common

What the Companies on the Right Side of the Digital Business Divide Have in Common. Marco Iansiti, Karim Lakhani, January 31, 2017, Paper, “In just a few years digital technology has connected an ever-growing number of people, sensors, and devices. It’s created new business and social networks, resulted in new ecosystems, and transformed our economy. Of course, not all organizations have responded to it in the same way. While some have invested significantly in technology, operational, and cultural changes, others are lagging behind. Our research shows that digital transformation is paying off for those who embrace it: Digitally transformed organizations (“digital leaders”) performed much better than organizations that lagged behind (“digital laggards”), effectively creating a “digital divide” across companies.Link

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Motivating Effort In Contributing to Public Goods Inside Organizations: Field Experimental Evidence

Motivating Effort In Contributing to Public Goods Inside Organizations: Field Experimental Evidence. Karim Lakhani, April 2016, Paper. “We investigate the factors driving workers’ decisions to generate public goods inside an organization through a randomized solicitation of workplace improvement proposals in a medical center with 1200 employees. We find that pecuniary incentives, such as winning a prize, generate a threefold increase in participation compared to non-pecuniary incentives alone, such as prestige or recognition. Participation is also increased by a solicitation appealing to improving the workplace. However, emphasizing the patient mission of the organization led to countervailing effects on participation. Overall, these results are consistent with workers having multiple underlying motivations to contribute to public goods inside the organization consisting of a combination of pecuniary and altruistic incentives associated with the mission of the organization.Link

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