Purpose The purpose of this paper is to explore how an organization can combine different types of open innovations and what are the key factors that may influence the combination of different open innovations. Design/methodology/approach The basic methodology of this paper is the longitudinal inductive analysis within the conceptual framework of the open innovation proposed by Dahlander and Gann (2010). In this case study of Xiaomi Tech Inc., the open innovation combination is investigated through examining 25 new products created between August 2010 and December 2016 in terms of four general types: acquiring, sourcing, selling and revealing open innovation. Findings In practice, the combination of different types of open innovations can be realized. A firm may combine different open innovations at three levels: a single product level, a related product cluster level and a company level. In addition, different open innovations can be combined in diverse modes. The purpose of combining different types of open innovations is to overcome the disadvantages of each type and to exploit the advantages of all different types. Many factors may affect a firm’s option of how to combine open innovations. At different development stages, a firm may make and implement corresponding strategic direction based on its innovation capacity and internal resource. For a given strategy, the firm needs to create profits and manage intellectual property in the implementation of open innovations. These factors are interacted each other, rather than isolated. Originality/value The findings of this paper are helpful for better understanding how and why an organization can combine different types of open innovations. From a managerial point of view, an organization may combine different types of open innovations to leverage advantages and avoid disadvantages of each certain type of open innovation. An appropriate combination of different open innovations can effectively improve new product development.

中文翻译：

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不同开放式创新的结合：一个纵向案例研究

目的本文的目的是探讨组织如何结合不同类型的开放式创新，以及可能影响不同开放式创新的组合的关键因素是什么。设计/方法/方法本文的基本方法是在Dahlander和Gann（2010）提出的开放式创新概念框架内进行纵向归纳分析。在小米科技公司的案例研究中，通过检查2010年8月至2016年12月之间创造的25种新产品，按照四种一般类型对开放创新组合进行研究：收购，采购，销售和展示开放创新。结果在实践中，可以实现不同类型的开放式创新的结合。公司可以在三个层次上组合不同的开放式创新：单个产品层次，相关产品集群级别和公司级别。此外，可以将不同的开放式创新以多种方式组合在一起。组合不同类型的开放式创新的目的是要克服每种类型的缺点，并利用所有不同类型的优点。许多因素可能会影响公司选择如何结合开放式创新。在不同的发展阶段，企业可以根据其创新能力和内部资源制定并实施相应的战略方向。对于给定的策略，公司需要在实施开放式创新中创造利润并管理知识产权。这些因素是相互影响的，而不是孤立的。原创性/价值本文的发现有助于更好地理解组织如何以及为什么可以结合不同类型的开放式创新。从管理的角度来看，组织可以组合不同类型的开放式创新，以利用优势并避免每种特定类型的开放式创新的弊端。不同开放式创新的适当组合可以有效地改善新产品的开发。