DI-UMONS : Dépôt institutionnel de l’université de Mons

Recherche transversale
(titres de publication, de périodique et noms de colloque inclus)
2018-06-08 - Colloque/Article dans les actes avec comité de lecture - Anglais - 24 page(s)

Charleux Amel, Viseur Robert , Mione Anne, "Open Source Innovation: Enabler or Hinderer of Business Model Dynamics?" in Conférence Internationale de Management Stratégique, Montpellier, France, 2018

  • Codes CREF : Technologies de l'information et de la communication (TIC) (DI4730), Economie de l'entreprise (DI4322)
  • Unités de recherche UMONS : Technologies de l'Information et de la Communication (W714)
  • Instituts UMONS : Institut de Recherche en Technologies de l’Information et Sciences de l’Informatique (InforTech), Institut de Recherche en Développement Humain et des Organisations (HumanOrg)

Abstract(s) :

(Anglais) In this contribution, we show that the editor’s choice of open innovation in open source sector may constrain its decisions concerning the Business Model (BM), its definition and evolution over time. Open source innovation constitutes a particular case of open innovation. Specific rules guarantee a free access to enable a collaborative work between numerous contributors. The openness may favor creativity and adaptation to innovative and turbulent environments. However, the contribution of numerous, highly involved, participants may at time also constrain firm’s strategic decisions regarding its BM evolution. In order to identify how open source innovation facilitates or limits the adaptability of a BM over time, we realize a deep longitudinal case analysis. We examine a situation where an open source project has been initiated, then supported then reorganized under different forms. We sequence the different combinations and identify BM evolution’s supporters and hinderers. We observe that initiators, institutional managers, users or contributors may appear as facilitators or breakers of business model changes. We describe these actors’ range of actions in order to push or avoid the BM dynamic. We finally show that BM evolution, while not supported by contributors, can hamper the openness strategy. Openness in innovation goes with a smooth management of external contributors.