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The purpose of this paper is to explore the relevant factors that influence the implementation of innovation contests, an open innovation (OI) practice that has been extensively reported in the literature as a managerial tool for external knowledge search. The authors focus the study on the context of small and medium enterprises (SMEs).

The approach is a retrospective case study. This methodology allows an in-depth view into a Spanish SME that successfully undertook two new product development processes thanks to the deployment of innovation contests.

The main context factors influencing innovation contests as managerial tool are ambidexterity, technological and marketing turbulence and intermediaries, among others. Regarding design factors, this work highlights the role of attraction and facilitation. Additionally, the repetitive implementation of innovation contests creates a corporate culture that promotes OI activities.

Managers will understand that they can use innovation contests as a managerial tool, and knowing the factors that need to be taken into account when implementing an innovation contest will help SMEs managers to make better use of this practice.

This case study enriches the literature of both innovation contests and topics relevant to SMEs. Based on a theoretical framework of the design factors that influence the implementation of innovation contests, the authors propose a research framework that incorporates those context factors in association with an SME.

External knowledge is a key resource for the success and the survival of born global firms; however, existing models provide minimal evidence on how these firms should source this knowledge resource. Thus, the purpose of this research is to increase understanding on the impact of diverse knowledge search and knowledge formal protection in international new ventures (INVs).

The study uses a quantitative methodology based on a sample of start-ups from the Spanish Community Innovation Survey data. Using ordinary least squares regressions on a 10-year period panel data, this research tests the moderator role of a heterogeneous base of international partners and formal knowledge appropriation strategy on the relationship between start-ups and their export performance.

The results show that compared to non-born global start-ups, born global firms benefit more from establishing relationships with a set of heterogeneous international partners. By contrast, all start-ups benefit from an extensive appropriation strategy if they establish such alliances with diverse international partners.

The study extends current theory on international entrepreneurship by providing a new theoretical framework for INVs of both the extensive use of formal mechanisms of knowledge protection and the access to heterogeneous and distant knowledge. This study has also several implications for knowledge management domain.

The purpose of this paper is to explore the unclear relationship between industry structure and open innovation.

The focus of the study is on firms that received external help to develop their products or that helped third parties in developing their products. The hypotheses were tested on a large panel of more than 7,000 firms using generalized estimating equations.

The results show that open innovation adoption is positively related to technology complexity and market uncertainty while it is negatively related to market concentration. Larger firms are more likely to adopt open innovation strategies.

The research makes an important contribution to the literature by examining on a large sample of firms the moderating effects of industry concentration, industry research and development intensity and the technology life cycle stage on the adoption of open innovation.

A network of partners helps and assists a crowdfunding platform (CFP) in scouting, assessing and selecting projects. This cooperation increases the number of successful projects by attracting a sizable number of investors, proponents and attracting marginal investors when a campaign falls short of the threshold for success. This study examines the role of partner networks in a platform ecosystem, specifically in terms of number of different partners and their diversity in the performance of the crowdfunding campaign.

Using logistic and linear regressions, we analyze a sample of 233 projects, both funded and not funded, launched by 10 Italian equity CFPs between 2014 and 2018.

Our findings indicate that the variety of partners in a platform's network influence the probability of campaign success and how much capital the proponent company raises. CFPs are resource-constrained new ventures, and a network with a wider variety of partners ensures the strategic resources and competencies that are required in an early stage market, thus facilitating campaign funding.

The variety of partner networks could help CFPs to offer unique and strategic value propositions and define the competitive positioning of platforms.

This study provides a deeper understanding of the determinants of equity crowdfunding campaign performance by emphasizing the role of CFP's network of partners on the entire crowdfunding ecosystem and its underlying organizational elements.

Smart city projects typically operate in consortia of actors that lead to the co-creation of jointly owned intellectual property (IP) and data. While IP and data are significant for economic development, there are very limited studies on their co-ownership regimes especially on co-ownership of open data and open intellectual property. This study address this gap.

This study is qualitative. In total, 62 in-depth semi-structured interviews were carried out, with predominantly senior members of organisations actively involved in smart city projects. Thematic analysis was used to analyse the data.

There are three models of co-ownership of IP and data: contractual joint ownership, undetermined or not-yet-determined ownership and open ownership. Each ownership model impacts differently the value-in-use. The relationships between actors in the consortia affect the way in which they co-create IP and data.

This study demonstrates how projects that operate in new models of innovation-led consortia produce new types of resources that are not simply co-created but co-owned. Co-owned resources have different value-in-use for each one of the different actors, independently of the fact that they jointly own them. This is influenced by the type of ownership model and predisposition of the actors to initially share resources and be flexible. Co-owned resources may generate future value propositions, act as interconnected operant resources and lead to the creation of new business models.