Three levels of confidence
Organizational diversity facilitates the creation of knowledge, but it may brings some obstructions and prevent the success of open innovation. It is therefore essential to know how people entered in teams, create knowledge in open innovation and what problems they face.
Chesbrough, “Open Innovation”, states that the knowledge and information are two different things. The information has the potential to be used to create knowledge and does not require an expert as opposed to knowledge. Knowledge flows and resides in individuals.
Knowledge flows between firms and is central to many innovations. This knowledge using social networks, whether they are informal or formal and allows organizations to design their projects based on knowledge outside of their internal domains.
Generally accepted knowledge as explicit and tacit, and organizations make the first flow between them, while tacit knowledge is safeguarded to invest in innovation and to meet the needs of its customers and consumers.
One of the major problems in this transfer of knowledge that open innovation faces is the unequal power relations between the organizations involved in innovation processes. It is included, in this class of problems, for example, the transfer of knowledge between universities and companies.
The question is, like said Yochai, how to build a system that allows people a commitment to the emerging social and at the same time maintain their living off it.
We saw today, research and experimentation on the borders of companies and what appears to be an important part in the organizational innovation. Small and very small businesses revolve in an inequality of power, around large companies and often contribute decisively to the success of innovation in these large companies.
What kind of structure should be based on this knowledge sharing, where the inequality of power manifests itself?
How open innovation in the small operators can ensure their economic independence?
The answer to these questions is simple!
– Building mutual trust.
We found that growth, quantitatively and qualitatively, of people involved in blogs, is extremely significant. This flow of information, it was not possible a few years ago, where only the media could do it. Today is, in many cases, economic independence.
– Building mutual trust.
By entering the world of organizations must take into account that there are many differences in what we thought possibly on the structures and behavior of organizations.
Organizations have been predominantly two guidelines to act or face more analysis and reliable results or opening to risk and long term.
Building trust in an organization means a work in its interior, leading its leaders to accept interests outside as valid and feasible.
Building trust in leaders from organizations and of different departments or areas of management needs a strong atmosphere of dialogue and a good story.
But to build trust in leaders and organizations in order to promote innovation with external participation, implies a build in us an unshakable confidence of the features of Open Innovation.