To recover faster from Covid-19, open up: Managerial implications from an open innovation perspective

By H. Chesbrough. Industrial Marketing Management, 2020

516 citations recorded by the source corpus.

Covid-19 has severely tested our public health systems. Recovering from Covid-19 will soon test our economic systems. Innovation will have an important role to play in recovering from the aftermath of the coronavirus. This article discusses both how to manage innovation as part of that recovery, and also derives some lessons from how we have responded to the virus so far, and what those lessons imply for managing innovation during the recovery.

Subfields: Computer Science Applications, Management Information Systems, Management of Technology and Innovation

View Paper: https://www.semanticscholar.org/paper/ad80e9730d8a5f3104585dd367a1be810bfccfc9

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In Computer Science Applications

In Management Information Systems

In Management of Technology and Innovation

Citations in the corpus

COVID‐19 and entrepreneurship: Future research directions (2021, background): “The rapid global dissemination of COVID-19 was due to human-to-human transmission capacity (Chesbrough, 2020).”
Hop to it! The impact of organization type on innovation response time to the COVID-19 crisis (2020, background): “Conceptual arguments (Chesbrough, 2020) have already pointed to open innovation as an important approach that might enable fast and innovative answers to COVID19–related problems and could thus be critical in answering to the pandemic’s challenges.”
How open is innovation? A retrospective and ideas forward (2021, background): “In the early stages of the pandemic, companies and other organizations formed often unexpected collaborations to solve acute problems (see e.g., Dahlander and Wallin, 2020; Chesbrough, 2020).”
Impact of COVID-19 pandemic on micro, small, and medium-sized Enterprises operating in Pakistan (2020, unknown): “Besides, perfume producers and distilleries can also turn to produce hand sanitizers (Chesbrough, 2020).”
Temporary business model innovation – SMEs’ innovation response to the Covid‐19 crisis (2021, background): “First, we add to the SME crisis management literature (e.g., Eggers, 2020) and the growing stream of studies proposing innovation and temporary BMI as potential strategies to cope with the Covid- 19 crisis (Chesbrough, 2020; Kraus et al., 2020a; Wenzel et al., 2020).”
The impact of social capital and collaborative knowledge creation on e-business proactiveness and organizational agility in responding to the COVID-19 crisis (2020, background): “These perspectives include human resources (Carnevale & Hatak, 2020), innovation (Chesbrough, 2020), entrepreneurship (Kuckertz et al.”
The economics of COVID-19: initial empirical evidence on how family firms in five European countries cope with the corona crisis (2020, unknown): “Innovations can also be external (Chesbrough, 2020).”