Open innovation and development of key

Open innovation and development of key 

 Open innovation and development of key 

functional areas of management of the company's innovation and activities. The analysis shows that the development of key functional areas for managing a company's innovative activities can help create conditions for the effective implementation of an open innovation strategy. Keywords: open innovation, functional areas of innovation management.

Introduction

Innovation-driven companies that incorporate innovation into their strategic objectives are constantly looking for ways to improve the efficiency of innovation creation and promotion. Organizations are wondering where to find reserves for innovative growth, thereby increasing innovative activity and how to increase innovative potential. Along with internal issues, companies in the external environment are faced with growing competition, market saturation, and objective difficulties in innovative development. In such conditions, the concept of open innovation, when all possible participants in the external and internal environment of organizations are included in the innovation process, seems to be one of the most relevant ways to solve the problems of creating and promoting new developments. On the way of using the concept of open innovation, many scientific questions arise, including the need to understand how prepared the company is. to what extent the company is open to innovative interaction both in the internal and external environment. An attempt to contribute to the solution of this scientific problem was made by the authors of this article.

Literature review and development of existing methodological approaches

Currently, the concept of open innovation is being widely developed as one of the ways to effectively implement innovations in modern conditions of the dynamism of the external and internal environment of organizations [4]. To understand why open innovation is how effective, it is important to understand what is “open innovation”. Open innovations are interpreted as the purposeful use of the external and internal flow of knowledge between various organizations to increase the efficiency of both internal innovation processes and, accordingly, expand the market for external use of innovations this becomes possible because “in many industries, the policy aimed at developing innovations exclusively at the expense of internal resources has outlived its usefulness “Knowledge is becoming more common and therefore ideas need to be used quickly. If ideas are not used, they are lost. It is these factors that create the basis for open innovation, which absorbs external ideas and knowledge and includes them in internal R&D ... Those who are engaged in innovation - must integrate developments, skills, and experience with those specialists who are outside companies to work together to bring results to the market ... In other words, companies that The transition to the concept of open innovation is evolutionary. This was facilitated by several factors in the development of the global R&D environment, among them: increasing mobility between highly qualified specialists, reducing the time between invention and commercialization of innovations, the complexity of the developments themselves and the intersectoral nature of new technologies,  the emergence of global scientific knowledge centers, the activity of venture capital, numerous start-up companies, the strengthening of the role of universities, as well as a huge number of external ideas a global participant in R&D, along with the globalization of industry and research, has brought open innovation policies to the fore. "

Research methodology

The article presents the results of a study based on a review of foreign literature and the use of an adaptive approach to Russian economic conditions. At the same time, the study also used the results of the activities of 33 innovatively active companies located in the Central, North-West, and Volga-Vyatka regions. The choice of the three regions is due to their highest innovative activity among.

1. Age of innovation-oriented companies participating in the study

2. Size of innovation-oriented companies participating in the study

3. Industry affiliation of innovation-oriented companies participating in the study

The number of companies corresponds to the number of organizations that agreed to take part in the study. Fig. 1-3 presents a portrait of the study participants.

The theoretical basis of the study is based on the principles of open innovation formulated by G. Chesbrough (2003), which are adapted and presented in the table. The study, the results of which are disclosed below, was carried out using quantitative and qualitative methods of analysis. Namely, at the first stage, a survey of innovatively active enterprises was carried out. Further, interviews were conducted with study participants. Based on the collected data, an analysis of the development of organizations based on the principles of open innovation was carried out. The analysis results are structured and presented in the next part of the publication. At the stage of analysis of the research results, the methods of the mathematical model were used.

Research results and their assessment

In the study, the authors attempted to define what is meant by the innovative openness of a company. Principles of using open innovation in the company

Principles Explanation

Attraction and use of external R&D Active dissemination of knowledge, expansion of the information field allows companies to apply in their projects the results of R&D not only internal but also external, focusing.

101 =(0,2 â–  0,23)+(0,2 â–  0,8)+(0,45 â–  0,62)+(1,5 â–  0)=0,49.

The obtained value indicates a fairly high level of innovative openness in Company A, although the competitor (Company B) demonstrates an even higher level - 0.7. The analysis of existing strategic approaches and principles of open innovation management made it possible to determine the content of the innovation management process by the principles of open innovation. The set of relevant management decisions is systematized and briefly characterized using a matrix (Fig. 9). The systematization was carried out by the identified key functional areas of innovation management of the analyzed companies and the traditional stages of the innovation process. Each quadrant of the matrix characterizes the target orientation of management's actions as part of the company's adaptation to the paradigm of open innovation - in each of the functional areas, at each of the stages. Thus, the totality of theoretical developments presented in this article,

Conclusions and directions for further research

For the development of domestic innovation-oriented companies on the principles of open innovation, it is important to further develop the appropriate organizational support. In the practical activities of the enterprise, it is advisable to use tools that allow providing

1. Calculation of indicators characterizing the level of innovative openness of individual functional areas of the company

2. Determination of the relative indicators of the level of innovative openness of the company

3. Building a profile of the company's innovative openness

4. Calculation of the integral indicator of the company's innovative openness

5. Assessment of the level of innovative openness of the company

7. Algorithm for calculating the level of innovative openness of the company alization in the corporate and economic planning of the processes of creating innovation. actions, searching for external ideas, technology transfer, etc. Through the distribution of analytical procedures, as well as control over the achievement of the set goals and objectives, it is possible to ensure the fullest use of the opportunities for economic growth and competitiveness based on open innovation. Organizationally, economic approaches to the formation of a company's innovation policy based on the concept of open innovation can be grouped and presented within the framework of the following main management processes:

• formation of information support;

• establishment of new functional responsibilities of structural units for the development of the implementation of innovative activities on the principles of openness;

• distribution of roles between managers and departments for the use of open innovations.

Of particular importance in the implementation of open innovation is information support, which is closely related to the formation of a corporate development plan, in which it is advisable to provide for the use of an analytical reference base that reflects modern research directions and the results of innovative developments. Along with the work on monitoring and searching for innovative ideas in the external environment, it is possible to organize the prompt placement of information about R&D carried out within the company. It is advisable to introduce the designated tasks into the competence of informatization, marketing, and R&D departments.