Scenarios of Developing Platform Businesses Using Open Innovation and Designing Fuzzy Experiments Approach

Document Type : Research Paper

Authors

1 Postdoctoral Researcher, Department of Management, Faculty of Social Sciences and Economics, Alzahra University, Tehran, Iran.

2 Associate Professor, Department of management, Faculty of Social Sciences and Economics, Alzahra University, Tehran, Iran

10.22111/ijbds.2025.51010.2205

Abstract

Innovation in developing platform businesses is very significant nowadays due to the importance of businesses and their role in economy. As businesses will use in future the collective wisdom and extra-organizational knowledge, applying open innovation in the businesses seems to be a must. The expert participants of the research are twelve specialists and managers of platform businesses. Reviewing the theoretical foundations, four factors were extracted from the opinions of experts: attraction capacity, networking and network management, knowledge and technical capacity, and collaboration capability. Taguchi experiment design method was used for determining the role of the factors. Four levels is defined for each factor (between 0 and 0.25 for level 1, between 0.25 and 0.50 for level 2, between 0.50 and 0.75 for level 3, and between 0.75 and 1 for level 4). Using Qualitek software sixteen scenarios extracted. For determining the optimal scenario, questionnaire and fuzzy Taguchi experiments were used. The results showed that the appropriate level of platform development indicators using open innovation should be at the fourth level (0.75-1) for all four factors. That is, all four factors impact drastically the development of platform businesses. Moreover, the results of variance analysis showed that the importance of the factors in the development of the platform are, respectively, knowledge and technical capacity (42.70% of participation), attraction capacity (24.37%) and networking and network management (21.09%), and collaboration capability (6.84%).

Keywords

References

  1. Alstyne, M. W., Parker, G.G., and Chaudary, S.P. (2016). Pipelines, Platforms, and the New rules of Strategy, Harward business review, 94, 16.
  2. Antony, J. (2014). Design of Experiments for Engineers and Scientists. (2nd ed.) Elservier Science & Technology Books.
  3. Baharudin, B.T.H.T., Ibrahim, M.R., Ismail, N., Leman, Z., Ariffin, M.K.A. and Majid, D.L. (2012). Experimental investigation of HSS face milling to AL606a using taguchi method, Procedia engineering, 50, 933-941.
  4. Bonina C, Koskinen K, Eaton B, Gawer A. (2021). Digital platforms for development: Foundations and research agenda. Information System Journal; 31(6), 869–902.
  5. Brunswicker, S., & F. Ehrenmann, F. (2013). Managing open innovation in SMEs: A good practice example of a German sofware firm. International Journal of Industrial Engineering and Management, 4(1), 33-41.
  6. Cheng, C. C., Yang, C., & Sheu, C. (2016). Effect of open innovation and knowledge-based dynamic capabilities on radical innovation: An empirical syudy. Journal of engineering and trchnology management, 41, 79-91.
  7. Chesbrough H. (2006). Open innovation: A new paradigm for understanding industrial innovation.Oxford University Press, 1-12.
  8. Chesbrough, H., & Crowther, A. K. (2006). Beyond high tech: Eraly adopters of open innovation in otjer industries. R&D management, 36(3), 229-236.
  9. Chesbrough, H., & Garman, A. (2009). How open innovation can help you cope in lean times. Harvard Business Review, 87(12), 68-76.
  10. Chesbrough, H., Lettl, C., & Ritter, T. (2018). Value creation and value capture in open innovation. Journal of Product innovation management, 35(6), 930-938.
  11. Chiaroni, D., Chiesa, V., & Frattini, F. (2010). Unravelling the process from closrd to open innovation: evidence from mature, asset-intensive industries. R&D management, 40(3), 222-245.
  12. De Oliveria, L. S., Echeveste, M. E. S., Cortimiglia, M. N., & Goncalves, C. G. C. (2017). Analysis of determinants for open innovation implementation in regional innovation sysytens. Innovation & Management Review, 14(2), 119-129.
  13. Dmitriev, V., Simmons, G., Truong, Y., Palmer, M., & Schenckenberg, D. (2014). An exploration of business model development in the commercialization of technology innovations. R&D Management, 44(3), 306-321.
  14. Hafkesbrink, J., & Schroll, M.A. (2010). Organizational competences for open innovation in small and medium sixed enrerprises of the digital economy. competence management for open innovation. EUL Verlag, Lohmar Koln, 21-52.
  15. Hagiu, Andrei, and Julian Wright. (2015). Multi-sided platforms. International journal of industrial organization, 43, 162-174.
  16. Hilbolling, S., Berends, H., Deken, F., & Tuertscher, P. (2020). Complementors as connectors: managing open innovation around digital product platforms. Journal of R&D management, 50(1), 18-30.
  17. Huggins, R., Prokop, D., & Thompson, P. (2020). Universities and open innovation: The determinants of network centrality. The journal of technology transfer, 45(3), 718-757.
  18. Ibarra, E. R. B., Rueda, J. A. C., & Arenas, A.P.L. (2015). Mapping of the challenge for the open innovation models implementation in service sector. Journal of advanced management science, 3(4), 354-361.
  19. Ibrahimov, B. (2018). Open innovation and application to petroleum industry. IFAC Papers Online, 51(30), 679-702.
  20. Keupp, M., & Gassmann, O. (2009). Determinants and archetype users of open innovation. R&D management, 39(4), 331-341.
  21. Kim, J., and Yoo, J. (2019). Platform Growth Model: The Four Stages of Growth Model. Sustainability, 11(20), 5562.
  22. Lyu, Y., He, B., Zhu, Y., & Li, L. (2019). Network embeddedness and inbound open innovation practice. The moderating role of technology cluster. Technological Forecasting and Social Change, Elsevier, 144, 12-24.
  23. Michelino, F., Cammarano, A., Lamberti, E. & Caputo, M. (2015). Business models for open innovation: from collaboration to incorporation. Journal of innovation & business best practice, 2015. 13.
  24. Mu, J., & Di Benedetto, A. (2012). Networking capability and new product development. IEEE Transactions on rngineering management, 59(1), 4-19.
  25. Osterwalder, A. and Pigneur, Y. (2010). Business model Generation: A handbook for visionaries, game changes and challengers. NJ: John Wiley & Sons.
  26. Parker, G., Van Alstyne, M. W., & Choudary, P.S. (2016). Platform Revolution: How networked markets are transforming the economy-and how to make them work for you. New York: W. W. Norton & Company.
  27. Roychowdhury, K & Pedrycz. W. (2001). A survey of defuzzification strategies, International Journal of intelligent systems, 16(6), 679-695.
  28. Stanislawski, R., & Lisowska, R. (2015). The relations between innovation openness (open innovation) and the innovation potential of SMEs, 2nd Global conference on business, economics, management and tourism, 23, 1521-1526.
  29. Tauscher, K., & Laudien, S. (2017). Understanding platform business models: A mixed method study of marketplaces. European management journal, 36(3), 319-329.
  30. Van Lancker, J., Wauters, E., & Van Huylenbroeck, G. (2019). Open innovation in public research institutes-Success and unfluencing factors. International Journal of Innovation Management, 23(7), 1-37.
  31. Wang, L. X. (1997). A course in fuzzy systems and control, Prentice-Hall, Englewood Cliffs.
  32. Yao Albert W.L & Chi, S.C. (2004). Analysis and design of a tauchi-Grey Based electricity demand predictor for energy management sysytems, Energy conversion and management, 35(23), 1205-1217.
  33. Zhang, J., & Zeng, J. (2009). An open innovation model for business innovation of chinese telecom operators. 2009 International Conference on Management and Service Science, 1-4.
  34. Zhu, X., Xiao, Z., Dong, M., & Gu, J. (2019). The fit between firms open innovation and business model for new product development speed: A contingent perspective. Technovation, 86-87, 75-85.
International Journal of Business and Development Studies
Volume 17, Issue 1
March 2025
Pages 139-149

Files

Share

How to cite

Statistics