000			01479pab a2200205 454500
008			140923b0 xxu||||| |||| 00| 0 eng d
040			_cWelingkar Institute of Management Development & Research, Mumbai _aWelingkar Institute of Management Development & Research, Mumbai
041			_aENG
082			_a _bChe
100			_aChesbrough Henry W
245			_aOpen Innovation and Strategy
250			_a1
260			_a _bFall 2007 _c0
300			_a57-76 Pp.
490			_v50
520			_aThe article discusses a process of business innovation known as open innovation and its relation to traditional business strategy. The competitive strategy developed by Michael Porter emphasized rivalry, buyer power, and barriers to entry as forces that could enhance a producer's surplus. The authors discuss the impact of the Porterian value chain, the processes of production through to the consumer, on subsequent business practices. However, this theory does not account for external sources of value to a company, such as innovation communities, volunteer contributors and surrounding networks, including social networking web sites, open source software and the Wiki model of open contributions. The concept of openness requires shifting from ownership to value creation and value capture.
650			_aOpen Innovation, Performance, Business Strategy, Open Business Model, Value Creation
856			_uhttp://192.168.6.13/libsuite/mm_files/Articles/AR10530.pdf
906			_a31735
999			_c30361 _d30361