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We aim to develop an innovative way to alter existing business models to conquer the growth limits of exponential paradox by applying the open innovation concept to the design of creative business models. Our research question is as follows: How can we innovate existing business models more easily based on our own thinking experiment at the role-place of ourselves in the open innovation knowledge funnel? We built a rectangular compass concept model and carried out social experiments with it for 3.6 years from November 2014 to May 2019 by developing 17 business model patents to validate the model. The rectangular compass concept model has four aspects: over-shooting of modern business models, expanding the bottom of modern business models, cultivating the forward neighborhood of modern business models, and cultivating the backward neighborhood of modern business model. According to our study, open innovation, which is based on a new combination between technologies (protected technology, protectable technology, and social technology) and market (now market, potential market, and social market), is the engine of sustainable business model innovation dynamics.
Jinhyo Yun; Xiaofei Zhao. Business Model Innovation through a Rectangular Compass: From the Perspective of Open Innovation with Mechanism Design. Journal of Open Innovation: Technology, Market, and Complexity 2020, 6, 131 .
AMA StyleJinhyo Yun, Xiaofei Zhao. Business Model Innovation through a Rectangular Compass: From the Perspective of Open Innovation with Mechanism Design. Journal of Open Innovation: Technology, Market, and Complexity. 2020; 6 (4):131.
Chicago/Turabian StyleJinhyo Yun; Xiaofei Zhao. 2020. "Business Model Innovation through a Rectangular Compass: From the Perspective of Open Innovation with Mechanism Design." Journal of Open Innovation: Technology, Market, and Complexity 6, no. 4: 131.
Culture, in its various forms, has always been a critical driver of innovation. This paper focuses on generating some insights into the role of “culture for open innovation dynamics”. First, because the requirement to understand culture, which can control open innovation complexity, has been augmented, we want to answer the following research question in this study: How can we define or organize “culture for open innovation dynamics”, which can motivate open innovation dynamics, and control open innovation complexity? Second, we propose a concept model of culture for open innovation dynamics by reviewing the literature on the culture of firms in terms of their traits, organization, static innovation, and dynamic aspects regarding their innovation in entrepreneurship, and we validate said model through an indirect social experiment using the research results of 23 Special Issue papers. Third, the concept model of culture for open innovation dynamics is explained as the interaction between three different entrepreneurship dimensions: Entrepreneurship of novice entrepreneurs, intrapreneurship of employees of an existing firm, and organizational entrepreneurship by the firm itself. According to the balance of three sub-entrepreneurship types, culture for open innovation dynamics can have different aspects, namely, entrepreneurship leading culture for open innovation dynamics, intrapreneurship leading culture for open innovation dynamics, or organizational entrepreneurship leading culture for open innovation dynamics. This paper helps organizations and entrepreneurs to better understand the role that culture plays in boosting open innovation dynamics.
JinHyo Joseph Yun; Xiaofei Zhao; Kwangho Jung; Tan Yigitcanlar. The Culture for Open Innovation Dynamics. Sustainability 2020, 12, 5076 .
AMA StyleJinHyo Joseph Yun, Xiaofei Zhao, Kwangho Jung, Tan Yigitcanlar. The Culture for Open Innovation Dynamics. Sustainability. 2020; 12 (12):5076.
Chicago/Turabian StyleJinHyo Joseph Yun; Xiaofei Zhao; Kwangho Jung; Tan Yigitcanlar. 2020. "The Culture for Open Innovation Dynamics." Sustainability 12, no. 12: 5076.
Research Question: Open innovation and the open business model exaggerate complexity (a transaction cost) in addition to the realization of emergence and its lock-in. Within a short period, Alibaba has become one of the global top e-commerce companies with several open innovation business models. Our research question was: “How could Alibaba become a global top e-commerce company in China in such a short time?” Research Method: We chose a deep interview method, participatory observation, and meta-analysis to answer this research question. Research Result: Alibaba has applied global, creative e-commerce business models through open innovation in a short time. In addition, it has overcome complexity—i.e., the cost of open innovation and the force that breaks down a company—through an open innovation-friendly culture. This is a “Jack-Ma style consumer confidence and new Guanxi culture”, a new and strong Chinese corporate culture. Alibaba has also undergone the expansion of its open business model feedback loop platform. This study investigated the expanded open business model feedback loop platform, the continuously strengthened open-innovation-friendly culture, and complexity, with the latter being the cost of open innovation, which was controlled by an open-innovation-friendly culture and open business model feedback loop.
JinHyo Joseph Yun; Xiaofei Zhao; KyungBae Park; Lei Shi. Sustainability Condition of Open Innovation: Dynamic Growth of Alibaba from SME to Large Enterprise. Sustainability 2020, 12, 4379 .
AMA StyleJinHyo Joseph Yun, Xiaofei Zhao, KyungBae Park, Lei Shi. Sustainability Condition of Open Innovation: Dynamic Growth of Alibaba from SME to Large Enterprise. Sustainability. 2020; 12 (11):4379.
Chicago/Turabian StyleJinHyo Joseph Yun; Xiaofei Zhao; KyungBae Park; Lei Shi. 2020. "Sustainability Condition of Open Innovation: Dynamic Growth of Alibaba from SME to Large Enterprise." Sustainability 12, no. 11: 4379.
This paper discusses dynamics and differences of business models in the car-sharing industry and focuses on open innovation as the trigger of diverse business models among Uber in the U.S., DiDi Chuxing in China, and KakaoT in Korea. We seek to answer the following two questions: What creates the differences in the business models of the car-sharing industry? Do the differences in open innovation motivate the diversity of business models among Uber, DiDi Chuxing, and KakaoT? We incorporated participatory observation, interviews, and semi-structured questionnaire methods in our study. We used two-step participatory observation and interview methods, hence carrying out observation and interviews two times by different researchers with Uber drivers in the U.S., DiDi-Chuxing drivers in Beijing, and KakaoT taxi drivers in Korea to confirm the interview and participatory observation results. First, business models of the car-sharing firms Uber, DiDi-Chuxing, and KakaoT are not fixed but rather are dynamically changing. Second, business models of car-sharing firms are the result of interaction with government regulations, the taxi industry, public transportation, and the automotive car industry. Third, open innovation strategies of car-sharing firms determine the contents and dynamics of car-sharing business models, such as the revenue business model, responsibility business model, and system business model upon interaction with four agencies.
JinHyo Joseph Yun; Xiaofei Zhao; Jinxi Wu; John C. Yi; KyungBae Park; Wooyoung Jung. Business Model, Open Innovation, and Sustainability in Car Sharing Industry—Comparing Three Economies. Sustainability 2020, 12, 1883 .
AMA StyleJinHyo Joseph Yun, Xiaofei Zhao, Jinxi Wu, John C. Yi, KyungBae Park, Wooyoung Jung. Business Model, Open Innovation, and Sustainability in Car Sharing Industry—Comparing Three Economies. Sustainability. 2020; 12 (5):1883.
Chicago/Turabian StyleJinHyo Joseph Yun; Xiaofei Zhao; Jinxi Wu; John C. Yi; KyungBae Park; Wooyoung Jung. 2020. "Business Model, Open Innovation, and Sustainability in Car Sharing Industry—Comparing Three Economies." Sustainability 12, no. 5: 1883.
With the advent of the Fourth Industrial Revolution, the role of entrepreneurs has become more crucial than ever. As a result, an open innovation model is suggested here that can promote serial entrepreneurs by answering the following question: “How does the serial entrepreneur in open innovation conditions continuously identify business opportunities?” This question is answered through an in-depth case study of Medison from 1985 to 2016, as Medison is not only a representative Korean medical device company, but is also a representative example of serial entrepreneurship in Korea. First, we examined the diverse open innovation channels, such as spin-offs, venture investment, and joint venture, used by Medison before it was merged with Samsung. Second, we examined the open innovation serial entrepreneurs of Medison and then analyzed the direct serial entrepreneurs of Medison. Fourth, we built a causal loop model of Medison open innovation with emergence and complexity combined. Finally, a sustainable open innovation strategy and an approach to sustainable serial entrepreneurship was formulated. The foundation of this research is as follows. First, an open innovation strategy can be a strong motivator for serial entrepreneurs. Second, a balance between emergence and complexity is required to trigger sustainable serial entrepreneurs of open innovation.
JinHyo Joseph Yun; Minhwa Lee; KyungBae Park; Xiaofei Zhao. Open Innovation and Serial Entrepreneurs. Sustainability 2019, 11, 5055 .
AMA StyleJinHyo Joseph Yun, Minhwa Lee, KyungBae Park, Xiaofei Zhao. Open Innovation and Serial Entrepreneurs. Sustainability. 2019; 11 (18):5055.
Chicago/Turabian StyleJinHyo Joseph Yun; Minhwa Lee; KyungBae Park; Xiaofei Zhao. 2019. "Open Innovation and Serial Entrepreneurs." Sustainability 11, no. 18: 5055.
Responding to the lack of empirical research on the effect of collective intelligence on open innovation in the fourth industrial revolution, we examined the relationship between collective intelligence and open innovation. Collective intelligence or crowd innovation not only produces creative ideas or inventions, but also moderates any firm to innovate inside-out, outside-in, or in a coupled manner. We asked the following research questions: Does collective intelligence (or crowd innovation) motivate open innovation? Is there any difference in the effect of collective intelligence on open innovation by industry? These research questions led to the following three hypotheses: (1) Collective intelligence increases the performance of a firm, (2) collective intelligence will moderate the effect of open innovation, and (3) differences exist between the automotive industry and the pharmaceutical industry in these two effects. To empirically examine these three hypotheses, we analyzed the registered patents of these two industries from 2000 to 2014 over a 15-year period. These automotive and pharmaceutical patents were registered in the B60 category and the A61K category of the Korea Patent office, respectively. Collective intelligence was measured by co-invention. We found differences in the effects of collective intelligence on open innovation between the two industries. In the automotive industry, collective intelligence not only directly increased the performance, but also indirectly moderated the open innovation effect. However, this was not the case for the pharmaceutical industry.
JinHyo Joseph Yun; Euiseob Jeong; Xiaofei Zhao; Sung Deuk Hahm; Kyunghun Kim. Collective Intelligence: An Emerging World in Open Innovation. Sustainability 2019, 11, 4495 .
AMA StyleJinHyo Joseph Yun, Euiseob Jeong, Xiaofei Zhao, Sung Deuk Hahm, Kyunghun Kim. Collective Intelligence: An Emerging World in Open Innovation. Sustainability. 2019; 11 (16):4495.
Chicago/Turabian StyleJinHyo Joseph Yun; Euiseob Jeong; Xiaofei Zhao; Sung Deuk Hahm; Kyunghun Kim. 2019. "Collective Intelligence: An Emerging World in Open Innovation." Sustainability 11, no. 16: 4495.
This paper investigates the role of business models: What differences exist between the roles of an already-existing market-based converted industry and a newly appearing market-based emerging industry? This study analyzed the status of the technologies and business models in the autonomous car and intelligent robot industries, as well as their recent two-year growth, using technology and business model patents. In addition, it investigated the current situation of the technologies, business models, and markets of the two industries based on literature reviews. This study then simulated the market growth of the autonomous car and intelligent robot industries using system dynamics. The simulations were established and verified by analyzing the references and citations of the technology patents and business model patents of the two industries. This study reached three conclusions. First, in the case of a converted industry such as autonomous cars, a strategy focused on a business model is useful in the early stage, whereas one focused on technology is efficient in the mature stage. Second, in the case of an emerging industry such as intelligent robots, a strategy focused on technology is somewhat more useful in the early stage than one focused on a business model; conversely, a strategy focused on technology is slightly more useful in the mature stage. Third, a business model is also important to supplement technology such as intelligent robots at a mature stage in Canada or autonomous cars at a mature stage in Japan.
JinHyo Joseph Yun; Dongkyu Won; KyungBae Park; Euiseob Jeong; Xiaofei Zhao. The role of a business model in market growth: The difference between the converted industry and the emerging industry. Technological Forecasting and Social Change 2019, 146, 534 -562.
AMA StyleJinHyo Joseph Yun, Dongkyu Won, KyungBae Park, Euiseob Jeong, Xiaofei Zhao. The role of a business model in market growth: The difference between the converted industry and the emerging industry. Technological Forecasting and Social Change. 2019; 146 ():534-562.
Chicago/Turabian StyleJinHyo Joseph Yun; Dongkyu Won; KyungBae Park; Euiseob Jeong; Xiaofei Zhao. 2019. "The role of a business model in market growth: The difference between the converted industry and the emerging industry." Technological Forecasting and Social Change 146, no. : 534-562.
In the age of knowledge-based economies, open innovation has increasing importance. This study aimed to explore the architectural design approaches that can revitalize innovation activities in the era of knowledge-based economies. This paper investigated global case research campuses, manufacturing systems, and innovation districts where architectural design supports innovation activities. This study developed a research framework of architectural design for innovation and applied it in the selected case studies to generate insights. First, the research campuses selected as case studies included Panopticon, DGIST Education and Research Campuses, and Apple Park. Second, the open innovation of manufacturing system architecture was analyzed through the case studies of the Ford Motor Company, Toyota Motor Corporation, and Rolls-Royce Motor Cars. Third, this paper studied the clustered open innovation architectures of Macquarie Park, One North, and Strijp-S Innovation Districts. The findings revealed how tacit knowledge motivates open innovation through the design of manufacturing systems, research campuses, and innovation districts through real examples and mathematical or concept model building.
JinHyo Joseph Yun; Xiaofei Zhao; Tan Yigitcanlar; DooSeok Lee; Heungju Ahn. Architectural Design and Open Innovation Symbiosis: Insights from Research Campuses, Manufacturing Systems, and Innovation Districts. Sustainability 2018, 10, 4495 .
AMA StyleJinHyo Joseph Yun, Xiaofei Zhao, Tan Yigitcanlar, DooSeok Lee, Heungju Ahn. Architectural Design and Open Innovation Symbiosis: Insights from Research Campuses, Manufacturing Systems, and Innovation Districts. Sustainability. 2018; 10 (12):4495.
Chicago/Turabian StyleJinHyo Joseph Yun; Xiaofei Zhao; Tan Yigitcanlar; DooSeok Lee; Heungju Ahn. 2018. "Architectural Design and Open Innovation Symbiosis: Insights from Research Campuses, Manufacturing Systems, and Innovation Districts." Sustainability 10, no. 12: 4495.
Since Klaus Schwab and the World Economic Forum declared the arrival of the Fourth Industrial Revolution, there has been much discussion about it. However, there is no commonly agreed-upon definition of the Fourth Industrial Revolution. Therefore, we attempted to answer the following four research questions. “What is the definition of the Fourth Industrial Revolution?”, “How can we respond to the Fourth Industrial Revolution in terms of institutions?”, “How can we respond to the Fourth Industrial Revolution in terms of technology?”, “How can we respond to the Fourth Industrial Revolution in terms of firm innovation and start-up strategy?” Brainstorming was conducted by 11 scholars from several countries to answer these four research questions. Therefore, this research is not the end product of four research questions, but a kind of advanced template to answer the four research questions for continuing research.
Minhwa Lee; JinHyo Joseph Yun; Andreas Pyka; Dongkyu Won; Fumio Kodama; Giovanni Schiuma; Hangsik Park; Jeonghwan Jeon; KyungBae Park; Kwangho Jung; Min-Ren Yan; SamYoul Lee; Xiaofei Zhao. How to Respond to the Fourth Industrial Revolution, or the Second Information Technology Revolution? Dynamic New Combinations between Technology, Market, and Society through Open Innovation. Journal of Open Innovation: Technology, Market, and Complexity 2018, 4, 21 .
AMA StyleMinhwa Lee, JinHyo Joseph Yun, Andreas Pyka, Dongkyu Won, Fumio Kodama, Giovanni Schiuma, Hangsik Park, Jeonghwan Jeon, KyungBae Park, Kwangho Jung, Min-Ren Yan, SamYoul Lee, Xiaofei Zhao. How to Respond to the Fourth Industrial Revolution, or the Second Information Technology Revolution? Dynamic New Combinations between Technology, Market, and Society through Open Innovation. Journal of Open Innovation: Technology, Market, and Complexity. 2018; 4 (3):21.
Chicago/Turabian StyleMinhwa Lee; JinHyo Joseph Yun; Andreas Pyka; Dongkyu Won; Fumio Kodama; Giovanni Schiuma; Hangsik Park; Jeonghwan Jeon; KyungBae Park; Kwangho Jung; Min-Ren Yan; SamYoul Lee; Xiaofei Zhao. 2018. "How to Respond to the Fourth Industrial Revolution, or the Second Information Technology Revolution? Dynamic New Combinations between Technology, Market, and Society through Open Innovation." Journal of Open Innovation: Technology, Market, and Complexity 4, no. 3: 21.
The Samsung Galaxy Note 7 has been withdrawn from the market after a number of the devices exploded after its launch in 2016. Our research seeks to answer three questions and proceeds as follows. Did the closed innovation of Samsung trigger the Galaxy Note 7 withdrawal? If so What are the costs and benefits of Samsung’s closed innovation? From among the qualitative inquiry methods, this study used case study research. From this research, we isolated three important implications. The first is the benefit and cost of Samsung Electronics’ closed innovation strategy. The second is the internal impact of the Galaxy Note 7 explosions on Samsung Electronics. The third is that success in open innovation strategies requires a great investment to produce strong effects.
JinHyo Joseph Yun; Jeonghwan Jeon; KyungBae Park; Xiaofei Zhao. Benefits and Costs of Closed Innovation Strategy: Analysis of Samsung’s Galaxy Note 7 Explosion and Withdrawal Scandal. Journal of Open Innovation: Technology, Market, and Complexity 2018, 4, 20 .
AMA StyleJinHyo Joseph Yun, Jeonghwan Jeon, KyungBae Park, Xiaofei Zhao. Benefits and Costs of Closed Innovation Strategy: Analysis of Samsung’s Galaxy Note 7 Explosion and Withdrawal Scandal. Journal of Open Innovation: Technology, Market, and Complexity. 2018; 4 (3):20.
Chicago/Turabian StyleJinHyo Joseph Yun; Jeonghwan Jeon; KyungBae Park; Xiaofei Zhao. 2018. "Benefits and Costs of Closed Innovation Strategy: Analysis of Samsung’s Galaxy Note 7 Explosion and Withdrawal Scandal." Journal of Open Innovation: Technology, Market, and Complexity 4, no. 3: 20.
The main topic of this paper is the effects of distance between technology and the market, on open innovation. For this, we set up two research questions, as follows: Is there any relation between the distance between technology and the market, and open innovation? If there is, what differences are there in the relation among Fortune 500 companies, non-Fortune 500 companies, laboratories, universities, and start-ups? First, this study measured the distance between technology and the market of a patent by the size of its list of references and citations. Second, the OI network among patent application subjects was described based on patent similarity. Third and most importantly, regression analyses were used to answer the research questions. The first result was that there were differences in the distance and OI among Fortune 500 firms, Fortune non-500 firms, laboratories, universities, and start-ups. Thus, there are relations between the distance between technology and the market, and open innovation. The second result was that the distance between technology and the market was found to moderate the open innovation effect in Fortune 500 companies and laboratories.
JinHyo Joseph Yun; Euiseob Jeong; Changhwan Lee; Jinseu Park; Xiaofei Zhao. Effect of Distance on Open Innovation: Differences among Institutions According to Patent Citation and Reference. Sustainability 2017, 9, 1478 .
AMA StyleJinHyo Joseph Yun, Euiseob Jeong, Changhwan Lee, Jinseu Park, Xiaofei Zhao. Effect of Distance on Open Innovation: Differences among Institutions According to Patent Citation and Reference. Sustainability. 2017; 9 (8):1478.
Chicago/Turabian StyleJinHyo Joseph Yun; Euiseob Jeong; Changhwan Lee; Jinseu Park; Xiaofei Zhao. 2017. "Effect of Distance on Open Innovation: Differences among Institutions According to Patent Citation and Reference." Sustainability 9, no. 8: 1478.