Hostname: page-component-586b7cd67f-vdxz6 Total loading time: 0 Render date: 2024-11-26T04:53:35.107Z Has data issue: false hasContentIssue false
  • English
  • Français

TEN TRANSFORM EMERGENCY NOW! - FACING COVID 19 WITH OPEN AND FRUGAL INNOVATION

Published online by Cambridge University Press:  27 July 2021

Clio Dosi ,
Nicolò Cocchi  and
Matteo Vignoli
Clio Dosi
Affiliation:
University of Bologna
Nicolò Cocchi
Affiliation:
University of Bologna
Matteo Vignoli*
Affiliation:
University of Bologna
*
Vignoli, Matteo, University of Bologna, Department of Management, Italy, [email protected]

Abstract

Core share and HTML view are not available for this content. However, as you have access to this content, a full PDF is available via the ‘Save PDF’ action button.

Against a pandemic, speed is crucial, and open innovation (OI) helps to empower the human capital distributed around the world to tackle the disease and to launch rapid testing of possible solutions. This article aims at showing an OI program - called “TEN” Transform Emergency Now! - ideated and developed by the University of Bologna to identify, design, and implement useful solutions to tackle specific issues coming from pandemics. With an action research-innovation management approach, the University developed two iterations to identify what elements to take into account to define a program that works for this effort. In TEN, Frugal Innovation (FI) principles were injected in a 10 days hackathon to favor the use of locally available resources and raw materials and exclude non-essential features. Results show that Frugality can become an element of OI by (1) pushing the team towards basic functionality and minimal features of the solutions and low-cost implementation. (2) Designing, in parallel with the solution, an ‘implementation network’, with a specific process design and program's organizational perspective. We believe that TEN has the potential to be an OI approach designed for emergencies.

Keywords

Open innovationDesign methodsDesign practice
Type
Article
Information
Proceedings of the Design Society , Volume 1: ICED21 , August 2021 , pp. 2971 - 2980
Creative Commons
Creative Common License - CCCreative Common License - BYCreative Common License - NCCreative Common License - ND
This is an Open Access article, distributed under the terms of the Creative Commons Attribution-NonCommercial-NoDerivatives licence (http://creativecommons.org/licenses/by-nc-nd/4.0/), which permits non-commercial re-use, distribution, and reproduction in any medium, provided the original work is unaltered and is properly cited. The written permission of Cambridge University Press must be obtained for commercial re-use or in order to create a derivative work.
Copyright
The Author(s), 2021. Published by Cambridge University Press

References

Baker, T. and Nelson, R.E. (2005), “Creating Something from Nothing: Resource Construction through Entrepreneurial Bricolage”, Administrative Science Quarterly, Vol. 50 No. 3, pp. 329–366.CrossRefGoogle Scholar
Basu, R.R., Banerjee, P.M. and Sweeny, E.G. (2013), “Frugal innovation: core competencies to address global sustainability”, Journal of Management for Global Sustainability, Vol. 1 No. 2, pp. 63–82.CrossRefGoogle Scholar
Bhatti, Y., Basu, R.R., Barron, D. and Ventresca, M.J. (2018), Frugal Innovation: Models, Means, Methods, Cambridge University Press.CrossRefGoogle Scholar
Bhatti, Y.A. (2012), What Is Frugal, What Is Innovation? Towards a Theory of Frugal Innovation, SSRN Scholarly Paper No. ID 2005910, Social Science Research Network, Rochester, NY, available at: https://papers.ssrn.com/abstract=2005910 (accessed 1 December 2020).CrossRefGoogle Scholar
Bogers, M., Zobel, A.-K., Afuah, A., Almirall, E., Brunswicker, S., Dahlander, L., Frederiksen, L., et al. (2017), “The open innovation research landscape: established perspectives and emerging themes across different levels of analysis”, Industry and Innovation, Vol. 24 No. 1, pp. 8–40.CrossRefGoogle Scholar
Chesbrough, H. (2019), Open Innovation Results: Going Beyond the Hype and Getting Down to Business, Oxford University Press.CrossRefGoogle Scholar
Chesbrough, H. (2020), “To recover faster from Covid-19, open up: Managerial implications from an open innovation perspective”, Industrial Marketing Management, Vol. 88, pp. 410–413.CrossRefGoogle Scholar
Chesbrough, H. and Bogers, M. (2014), Explicating Open Innovation: Clarifying an Emerging Paradigm for Understanding Innovation, SSRN Scholarly Paper No. ID 2427233, Social Science Research Network, Rochester, NY, available at: https://papers.ssrn.com/abstract=2427233 (accessed 5 December 2020).Google Scholar
Chesbrough, H., Vanhaverbeke, W. and West, J. (2006), Open Innovation: Researching a New Paradigm, OUP Oxford.Google Scholar
Chesbrough, H.W. (2003), Open Innovation: The New Imperative for Creating and Profiting from Technology, Harvard Business Press.Google Scholar
Dahlander, L. and Wallin, M. (2020), “Why Now Is the Time for ‘Open Innovation’”, Harvard Business Review, 5 June, available at: https://hbr.org/2020/06/why-now-is-the-time-for-open-innovation (accessed 5 December 2020).Google Scholar
Enkel, E., Gassmann, O. and Chesbrough, H. (2009), “Open R&D and open innovation: exploring the phenomenon”, R&D Management, Vol. 39 No. 4, pp. 311–316.Google Scholar
Flores, M., Al-Ashaab, A. and Magyar, A. (2009), “A Balanced Scorecard for Open Innovation: Measuring the Impact of Industry-University Collaboration”, in Camarinha-Matos, L.M., Paraskakis, I. and Afsarmanesh, H. (Eds.), Leveraging Knowledge for Innovation in Collaborative Networks, Springer, Berlin, Heidelberg, pp. 23–32.CrossRefGoogle Scholar
Gassmann, O. and Enkel, E. (2004), “Towards a Theory of Open Innovation: Three Core Process Archetypes”, presented at the R&D Management Conference (RADMA) 2004, Lissabon, available at: https://www.alexandria.unisg.ch/274/ (accessed 5 December 2020).Google Scholar
Guertler, M.R., Kriz, A. and Sick, N. (2020), “Encouraging and enabling action research in innovation management”, R&D Management, Vol. 50 No. 3, pp. 380–395.Google Scholar
Harris, M., Bhatti, Y., Buckley, J. and Sharma, D. (2020), “Fast and frugal innovations in response to the COVID-19 pandemic”, Nature Medicine, Vol. 26 No. 6, pp. 814–817.CrossRefGoogle ScholarPubMed
Hossain, M., Simula, H. and Halme, M. (2016), “Can frugal go global? Diffusion patterns of frugal innovations”, Technology in Society, Vol. 46, pp. 132–139.CrossRefGoogle Scholar
Mincolelli, G., Cocchi, N., Dosi, C. and Vignoli, M. (2020), “‘OPER.TEN’ Transform Emergency Now! - facing Covid-19 with Open Innovation and Human Centered Design”, Strategic Design Research Journal, Vol. 13 No. 3, pp. 658–668.CrossRefGoogle Scholar
Mohajer Soltani, P., Pessi, K., Ahlin, K. and Wernered, I. (2014), “Hackathon – A Method for Digital Innovative Success: A Comparative Descriptive Study”, presented at the 8th European Conference on IS Management and Evaluation – ECIME 2014 University of Ghent, Ghent, Belgium 11-12 September 2014, Academic Conferences and Publishing International Limited, pp. 367–373.Google Scholar
Moretti, F. (2018), “‘Open’ Lab? Studying the Implementation of Open Innovation Practices in a University Laboratory”, International Journal of Innovation and Technology Management, Vol. 16 No. 01, p. 1950012.CrossRefGoogle Scholar
Perkmann, M., Tartari, V., McKelvey, M., Autio, E., Broström, A., D'Este, P., Fini, R., et al. (2013), “Academic engagement and commercialisation: A review of the literature on university–industry relations”, Research Policy, Vol. 42 No. 2, pp. 423–442.Google Scholar
Rosell, B., Kumar, S. and Shepherd, J. (2014), “Unleashing innovation through internal hackathons”, 2014 IEEE Innovations in Technology Conference, presented at the 2014 IEEE Innovations in Technology Conference, pp. 1–8.Google Scholar
Zeschky, M., Widenmayer, B. and Gassmann, O. (2011), “Frugal Innovation in Emerging Markets”, Research-Technology Management, Vol. 54 No. 4, pp. 38–45.CrossRefGoogle Scholar