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The Resource Business Model Design Compass : Open Innovation Funnel to Schumpeterian New Combination Business Model Developing Circle

Business Model Design Compass : Open Innovation Funnel to Schumpeterian New Combination Business Model Developing Circle

Label
Business Model Design Compass : Open Innovation Funnel to Schumpeterian New Combination Business Model Developing Circle
Title
Business Model Design Compass
Title remainder
Open Innovation Funnel to Schumpeterian New Combination Business Model Developing Circle
Creator
Subject
Language
eng
Member of
Cataloging source
MiAaPQ
Literary form
non fiction
Nature of contents
dictionaries
Series statement
Management for Professionals Ser
Business Model Design Compass : Open Innovation Funnel to Schumpeterian New Combination Business Model Developing Circle
Label
Business Model Design Compass : Open Innovation Funnel to Schumpeterian New Combination Business Model Developing Circle
Link
http://libproxy.rpi.edu/login?url=https://ebookcentral.proquest.com/lib/rpi/detail.action?docID=4857607
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Copyright
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Carrier category
online resource
Carrier category code
cr
Carrier MARC source
rdacarrier
Color
multicolored
Content category
text
Content type code
txt
Content type MARC source
rdacontent
Contents
  • Preface -- Acknowledgment -- Contents -- Recommendation -- Part I: Introduction -- 1: Introduction -- 1.1 The Requirements and Method to Vitalize Open Innovation -- 1.1.1 Why Do We Need Open Innovation? -- 1.1.2 How Can We Vitalize Open Innovation at the National Level or Higher? -- 1.2 Locus of Open Innovation -- 1.3 Concrete Existence of Open Innovation -- 1.3.1 Diverse Measures of Open Innovation -- 1.3.2 New Measure of Open Innovation -- References -- Part II: Open Innovation in an Economic System and the National Innovation System -- 2: Dynamics of the Open Innovation Economy System -- 2.1 Introduction -- 2.1.1 Capitalism Has Arrived at Its Growth Limits -- 2.1.2 How Do We Conquer the Growth Limits of Capitalism? -- 2.2 Reasons Behind the Growth Limits of Capitalism: Findings from the Literature -- 2.2.1 Discussion in the Nineteenth Century and Early Twentieth Century -- 2.2.2 Discussion in the Late Twentieth Century and Early Twenty-first Century -- 2.2.3 Discussion of the Growth Limits of Capitalism in Korea -- 2.3 Economy Model to Conquer the Growth Limit of Capitalism -- 2.3.1 Open Innovation Economic System with a Good Balance Between Three Subeconomies -- 2.3.2 Three Interactive Relationships in Open Innovation Economy System -- 2.3.3 Theoretical Validation of the Dynamics of Open Innovation Economy System -- 2.4 Simulation of the Dynamics of Open Innovation Economy System -- 2.4.1 Natural Life Cycle -- 2.4.2 Low-Speed and High-Speed Cases -- 2.5 Schumpeterian Dynamics -- 2.5.1 Schumpeterian Dynamics of Open Innovation Economy System -- 2.5.2 New Combinations as the Core in Schumpeterian Dynamics -- 2.5.3 Four Agencies in Schumpeterian Dynamics -- References -- 3: Economic Effects of Open Innovation -- 3.1 Introduction -- 3.2 Phenomena of Open Innovation -- 3.2.1 Long-Tailed Phenomena
  • 3.2.2 App Store Phenomena -- 3.3 Economic Effects of Open Innovation -- 3.3.1 Marginal Product Increasing -- 3.3.2 Economy of Diversity -- 3.3.3 X-Efficiency Enhancement -- References -- 4: Open Innovation Policy in National Innovation System -- 4.1 Introduction -- 4.2 Open Innovation Policy -- 4.3 National Innovation System Dynamic Model of Open Innovation Policy -- 4.3.1 Model Building -- 4.3.2 Different Levels of Open Innovation Policy -- 4.4 Scope of Open Innovation Policy -- 4.5 Issues of Open Innovation Policies -- 4.5.1 Open Innovation as a Democratizing Innovation -- 4.5.2 Open Innovation Is "Very Unique" -- 4.5.3 Open Innovation Needs Enough R&D Investment -- 4.6 Conclusion -- References -- Part III: Open Innovation Strategy of Firm -- 5: Concept, Structures, and Decision Factors of Open Innovation -- 5.1 Emergence of Open Innovation -- 5.2 The Structure of Open Innovation -- 5.3 Factors of Open Innovation of SMEs -- 5.4 The Difference of Open Innovation According to Product Life Cycle -- 5.4.1 Product Life Cycle -- 5.4.2 Level of Open Innovation According to the Product Life Cycle at Sectorial Innovation System Level -- 5.4.3 Difference of Open Innovation Effect According to the Product Life Cycle at the Firm Level -- 5.4.4 Rethinking the Relationship Between Open Innovation and Product Life Cycle -- 5.5 The Role of Internal Open Innovation Attitude -- 5.5.1 Internal Open Innovation Attitude -- 5.5.2 Deep Relation Between Internal Open Innovation Attitude and External Open Innovation -- 5.5.3 The Function of Internal Open Innovation Attitude to External Open Innovation -- 5.6 The Difference in Open Innovation Depending on Whether a Firm Is Modular or Not -- 5.6.1 The Relation Between Module and Open Innovation -- 5.6.2 The Difference in Open Innovation in Interdependent or Modular Architecture
  • 5.7 The Difference in Open Innovation According to Regional Innovation Systems or Clusters -- References -- 6: Real Contents and Channels of Open Innovation -- 6.1 Introduction -- 6.2 Open Innovations of Fuel Cell SMEs -- 6.2.1 Contents and Channels of Open Innovation by YLJO -- 6.2.2 Contents and Channels of Open Innovation by DSN -- 6.2.3 Contents and Channels of Open Innovation by OT -- 6.3 Open Innovation of SMEs in Medical Instruments and Intelligent Robot Industries -- 6.3.1 Contents and Channels of Open Innovation by OGV -- 6.3.2 Contents and Channels of Open Innovation by DTS -- 6.3.3 Contents and Channels of Open Innovation by YJM -- 6.4 Closed Innovation of SMEs -- 6.4.1 Cases of Closed Open Innovation of Large-Scale Process Industries -- 6.4.2 Risks of Self R&D Under Closed Innovation System -- 6.4.3 Closed Innovation of Local Subsidiary Company of Original Technology-Based Industry -- References -- 7: Dynamics of Open Innovation -- 7.1 Introduction -- 7.2 Model Building -- 7.3 Construction of OCE Model -- 7.3.1 Open Innovation in the OCE Model -- 7.3.2 Complex Adaptive Systems in the OCE Model -- 7.3.3 Evolutionary Change in the OCE Model -- 7.4 Applying OCE Model -- 7.4.1 Who Can Use OCE Model? -- 7.4.2 How Can We Use the OCE Model? -- References -- Part IV: Relation Between Open Innovation and Business Model -- 8: The Relationship Between Open Innovation, Entrepreneurship, and Business Model -- 8.1 Introduction -- 8.2 The Relation Among Three Factors -- 8.2.1 The Relationship Between Open Innovation and Introduction of a New Business Model -- 8.2.2 The Relationship Between Entrepreneurship and Open Innovation -- 8.2.3 The Relation Between Open Innovation and RIS or National Innovation System -- 8.2.4 The Relation Among Three Factors
  • 8.3 Difference of Three Factors According to RISs and National Innovation Systems -- 8.3.1 The Difference Between Seoul RIS and Daegu RIS in Korea -- 8.3.2 The Difference Between Korean National Innovation System and Indonesia National Innovation System -- References -- 9: Business Model and Open Innovation Conditions for the Sustainable Growth of SMEs -- 9.1 Introduction -- 9.1.1 Why Do Some Firms Grow Sustainably and Others Disappear in the Short Term? -- 9.2 The Relationship Between Business Model and Open Innovation -- 9.2.1 In Advance Discussions, Knowledge Strategies, and Business Models -- 9.2.2 Relationship Framework Between Business Model and Open Innovation -- 9.3 Changing of Open of SMEs -- 9.4 Conclusion -- References -- Part V: Developing a Business Model -- 10: The Way from Open Innovation to Business Model -- 10.1 The Relationship Between Open Innovation and Business Models -- 10.2 Business Models as New Combinations Between Technology and the Market -- 10.2.1 Technology Aspects of Business Models -- 10.2.2 Market Types of Business Models -- 10.2.3 Quadrants of the Combination of Technology and the Market -- 10.3 Four Perspectives of Business Models from the Open Innovation Knowledge Funnel -- 10.4 Five Key Factors of Business Models -- 10.5 Good Habits for Developing Capabilities of Creative Business Models -- 10.5.1 Walking and Meditation -- 10.5.2 Taking a Trip -- 10.5.3 Enjoying Movies and Reading Books -- References -- 11: Customer Open Innovation-Based Business Model Developing Circle -- 11.1 Cases -- 11.1.1 Dyson Vacuum Cleaners -- 11.1.2 Han Kyung Hee Steam Cleaner -- 11.2 Customer Open Innovation-Based Business Model Developing Circle -- 11.2.1 Who Is in Addition? -- 11.2.1.1 Key Points -- Creative Performance of Interested Consumers -- The Philosophy of Customer Segmentation
  • 11.2.1.2 Customer Segmentation for the Customer Open Innovation Business Model Circle -- 11.2.2 What Should Be Solved? -- 11.2.2.1 Key Factors -- MVPs with Feedback Loop -- 11.2.2.2 Value Proposition for the Customer Open Innovation Business Model Circle -- 11.2.3 How Should the Technological System Be Constructed? -- 11.2.3.1 Key Factors -- Key Resources, Key Activities, and Key Partnerships Are Included in a Technological System -- Make Your Business Model Difficult to Copy -- Technological System for Connecting, Inspiring, and Transforming -- 11.2.3.2 Technological System for the Customer Open Innovation Business Model Circle -- 11.2.4 Why Should You Establish a Start-Up? -- 11.2.4.1 Key Factors -- Cash Flow of Start-ups -- Short-term Revenue and Long-term Distribution Cost -- 11.2.4.2 Cost and Revenue for the Customer Open Innovation Business Model Circle -- 11.2.5 When and Where Does One Meet Customers? -- 11.2.5.1 Key Factors -- The Get, Keep, Grow Funnel for Customer Business Models -- Sophisticated Customer Channels and Relationships Are the Highlights of Customer Business Models -- 11.2.5.2 Channels and Customer Relations for the Customer Open Innovation Business Model Circle -- References -- 12: User Open Innovation-Based Business Model Developing Circle -- 12.1 Cases -- 12.1.1 Nike+ (Nike Plus) -- 12.1.2 Starbucks -- 12.2 User Open Innovation-Based Business Model Developing Circle -- 12.2.1 Who Demands Our Firms for Additional or Different Substance? -- 12.2.1.1 Key Points -- Customer-driven Supply Chain Open Innovation -- The Innovation Community -- 12.2.1.2 Customer Segmentation for the User Open Innovation Business Model Circle -- 12.2.2 What Should Be the Countermeasures Against Demands or Expectations? -- 12.2.2.1 Key Factors -- Identify Other Customers by Identifying Nonconsumers and Overshot Customers
  • Gain Customer Insights
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1 online resource (238 pages)
Form of item
online
Isbn
9789811041280
Media category
computer
Media MARC source
rdamedia
Media type code
c
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