A problem exists in complex global markets to successfully coordinate and align the total competence of the value chain required to lead open innovation across global strategic alliances (Koudal & Coleman, 2003; Phipps, 2004). Forty-five individuals representing 36 organizations participated in the research study. The participants were asked 13 questions on how leaders coordinate and align human, information, and organizational capital to lead open innovation externally across alliance partners. Grounded theory qualitative research was used to analyze the content to ground leadership theory from the interrelationship of the categories. To lead open innovation, the data findings indicate the core phenomenon centers on unmet customer needs. The data indicate the importance of culture, collaboration, partner selection, and alliance management. The intervening condition that empowers organizational change is thought leadership. The causal conditions are directly linked to globalization and fueled by technology advances and intense competition. The strategies that emerged from each of these categories interrelate with open innovation leadership theory.
|School:||University of Phoenix|
|School Location:||United States -- Arizona|
|Source:||DAI-A 68/11, Dissertation Abstracts International|
|Keywords:||Collaboration, Global alliances, Innovation, Intangible assets, Leadership, Open innovation, Strategic alliances|
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