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Open Innovation and KIBS Start-Ups: Technology- and Market-Based Alliance Portfolio Configurations

In: Open Innovation through Strategic Alliances

Author

Listed:
  • Brian V. Tjemkes
  • Eduard H. Pinéda
  • Marc D. Bahlmann
  • Ard-Pieter Man
  • Alexander S. Alexiev

Abstract

Firms are increasingly relying on combining internal resources with external knowledge to sustain firm renewal, which has led to open innovation being considered critical to a firm’s competitive advantage (Chesbrough, 2003). Successful open innovation produces first-mover advantages, superior financial returns, market growth, and market share (Lichtenhaler, 2011). In particular, knowledgeintensive business services (KIBS) start-ups—defined as “[new] expert companies that provide services to other companies and organizations” (Toivonen, 2006, 2)—rely on open innovation, as it is their primary knowledge input and output (Gallouj, 2002). However, KIBS start-ups are exposed to extant uncertainty because they face risk in the form of liability of newness, liability of smallness, and fundamental uncertainty. This uncertainty can be mitigated via a firm’s portfolio of alliance relationships (Ozcan and Eisenhardt, 2009).

Suggested Citation

  • Brian V. Tjemkes & Eduard H. Pinéda & Marc D. Bahlmann & Ard-Pieter Man & Alexander S. Alexiev, 2014. "Open Innovation and KIBS Start-Ups: Technology- and Market-Based Alliance Portfolio Configurations," Palgrave Macmillan Books, in: Refik Culpan (ed.), Open Innovation through Strategic Alliances, chapter 0, pages 191-217, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-1-137-39450-7_10
    DOI: 10.1057/9781137394507_10
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