Henry  Chesbrough, PhD

Henry Chesbrough, PhD

University of California, Berkeley Haas School of Business

Faculty Director, Garwood Center for Corporate Innovation | Adjunct Professor | Mike and Carol Meyer Fellow

Expertise: technology managementInnovation StrategyCorporate InnovationOpen InnovationBusiness DevelopmentManaging Intellectual PropertyIndustry Evolution

Henry Chesbrough, who coined the term “open innovation,” is faculty director of the Garwood Center for Corporate Innovation at Berkeley Haas. His research focuses on technology management and innovation strategy. He also teaches at Esade Business School at Spain’s University Ramon Llull. He has been an adjunct professor at the Harvard Business School and previously served as product manager and vice president of marketing at Quantum Corporation, a manufacturer of data storage devices and systems. He earned a BA in economics from Yale University, an MBA from Stanford University, and a PhD in business administration from Berkeley Haas.

Open innovation is a paradigm that assumes that firms can and should use external and internal ideas and paths to market to advance their technology. The central idea behind open innovation is that—in a world of widely distributed knowledge where the boundaries between a firm and its environment have become more permeable—companies cannot afford to rely entirely on their own research but should instead buy or license processes or inventions from other companies. In addition, internal inventions not being used in a firm’s business should be taken outside the company (e.g., through licensing, joint ventures, spin-offs).


Title

Cited By

Year

Open innovation: The new imperative for creating and profiting from technology

24871

2003

The role of the business model in capturing value from innovation: evidence from Xerox Corporation's technology spin‐off companies

5597

2002

The era of open innovation

4932

2006

Open business models: How to thrive in the new innovation landscape

3967

2006

Business model innovation: opportunities and barriers

3798

2010

Beyond high tech: early adopters of open innovation in other industries

2294

2006

When is virtual virtuous? Organizing for innovation

2133

1998

Open R&D and open innovation: exploring the phenomenon

2061

2009

Business model innovation: it's not just about technology anymore

1722

2007

The future of open innovation

1709

2010

Open innovation and strategy

1506

2007

A research manifesto for services science

1344

2006

Why companies should have open business models

1218

2007

Open services innovation: Rethinking your business to grow and compete in a new era

1141

2011

The logic of open innovation: managing intellectual property

963

2003

Managing open innovation

945

2004

Explicating open innovation: Clarifying an emerging paradigm for understanding innovation

792

2014

Networked incubators

772

2000

Open innovation: The next decade

760

2014

Innovating business models with co-development partnerships

681

2007

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The development of an openly innovative approach means that companies can be spun off from large corporates or they can emerge independently. The open innovation model results in a more profitable route to innovation. This is due in the main to reduced costs, accelerated time to market and increased market differentiation.

- The Pioneer Trail Towards Open Innovation

One of the key elements of open innovation is collaboration. By seeking out external partners with capabilities that complement and synergise with their inhouse expertise, business owners can move more quickly to plug gaps in their value chain, develop better products and services, colonise a niche in existing markets, and even expand into new markets. Read more from Asian Scientist Magazine at: https://www.asianscientist.com/2018/10/features/ipi-singapore-innovate-collaborate-research-development/

- To Innovate, Why Not Collaborate

Media contact name : Ute Frey

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