Evidence in defense industry including knowledge dispersion and budget cuts demonstrate increasingly necessity of moving toward open innovation as defense industry in united states of America, England, and many other countries are opening their innovation activities. Our country's defense industry inevitably has to step in this road to confront the rising challenges. But there is no trace of an open innovation model for the defense industry in academic literature. Based on innovation literature and experts’ experiences, the present study was designed to develop a framework to measure innovation openness in the defense industry. This framework can be used to map defense industry innovation projects onto openness spectrum in three dimensions, thus may help us to draw the way to more openness. first, a preliminary framework based on innovation literature was presented to defense industry experts, and their critics and suggestions were captured during interviews. Then using experts’ opinions and by reviewing the literature again, the final framework, accepted by experts and consistent with the literature, was developed. The final result is a three-dimension framework which measures open innovation “ depth” and “ breadth” , and “ knowledge depth” of defense innovation at project or organization level.

The interest in the concept of "open innovation" has increased dramatically in the last decade. However, the widespread literature on this subject is scattered. It is because open innovation is a "fuzzy" concept, and there are no exact boundaries with closed innovation. In other words, any innovation process can be considered to be "open" and partly "closed". Therefore, innovation is a spectrum and not a precise boundary. One of the ways to bring an understanding of open innovation is to use taxonomy. The purpose of this paper is a taxonomy of open source using a literature review. This research uses a qualitative review method. To collect the data, the study uses the library method of data collection (secondary studies, meta-synthesis) and is based on an online study of information sources. By briefly reviewing the concept of open innovation and knowledge management, the paper tries to bring these texts together using the new literature in the field of open innovation array. The presented taxonomy also helps to understand the terminology of this field, and comparing similarities and differences can be used as a decision tool.

This article tries to introduce this phenomenon and make a comparison between open innovation and open strategy. The present research is applied in terms of purpose and is of the type of library studies and documentary analysis. The results show that strategy researchers have turned their attention to another example of the expansion and opening up of traditional closed organizational practices, and that is the issue of open strategy. The task of open strategy in the simplest sense is to increase transparency and participation in strategic issues (internal and external stakeholders). In other words, open strategy is a new topic in the field of strategic management, which, according to some theorists, is based on open innovation, although there are similarities and differences. Similar to open innovation, research in open strategy was initially phenomenological and gradually emerged as an identifiable research stream. However, as a research field, it has developed differently than open innovation. According to the analysis of different angles of two phenomena of open strategy and open innovation, they can be examined and compared from 7 different perspectives. Similarities and key differences from 7 different perspectives, the perspective of philosophical foundations, the perspective of goals, the perspective of relationships, the perspective of theoretical approaches, the perspective of open strategy dimensions, the perspective of openness and openness dimensions, as well as the perspective of activity areas, which are mentioned in detail in the article.Open strategy, or in better words, opening strategy, is an emerging, dynamic, and multifaceted phenomenon that is developing rapidly (Tavakoli et al., 2017, 164). Open strategy is a diverse phenomenon that has different dimensions, includes a large range of activities and may seek different goals. Therefore, for a better understanding of this phenomenon, the need for further investigation is evident (Seidl et al., 2019, 10). In this article, an attempt is made to take a closer look at the concept of open strategy to gather a clearer picture of this phenomenon and its various appearances. Also, considering that open strategy is a new topic in the field of strategic management; according to some theorists, it is based on open innovation (Appleyard & Chesbrough, 2017, 311). The discussion of open innovation next to open strategy requires more comparison and investigation. In order to understand it better, in this article, which is practical in terms of purpose and the type of library studies and document analysis, an attempt is made to explain these two issues and compare them.In this article, an attempt was made by using library studies and document analysis, while explaining open strategy alongside open innovation, and comparing them. In the following, according to the analytical contents resulting from the systematic review of the existing literature, the results and the discussion around them are mentioned.In fact, the open strategy creates a challenge in the traditional perspective of the organization that, unlike the past when the strategy was followed by a unique group at the highest level of the organization, in the new approach, most of the open strategy processes in strategy making require more transparency and extensive participation of people. Which are involved in the strategy making process of the organization (Gegenhuber & Dobusch, 2017, 337). This view states that the open strategy is a dynamic set of methods that enable the internal and external factors of the organization to have more transparency, cooperation and flexibility, and to achieve more balance and breadth in the boundaries within the organization as well as the external boundaries. Although many definitions and sometimes different dimensions for open strategy have been proposed in the literature, however, it can be said that the task of open strategy in the simplest sense is to increase transparency and participation in strategic issues (internal and external stakeholders) (Hautz et al., 2017, 300).Similar to open innovation, research in open strategy was initially phenomenological and gradually emerged as an identifiable research stream. However, as a research field, it has developed differently than open innovation. One of the factors that has accelerated the development of open strategy research is the fact that researchers have been able to distinguish from other research streams in organizational studies, strategy, technology, and innovation management that deal with different types of openness and the intervention of internal and external factors. Foreign ones, such as alliances, crowdsourcing, platforms, or related technology infrastructures, learn things (Afuah & Tucci, 2012, 356; Gawer & Phillips, 2013, 1036; Yoo et al., 2012, 1400). Organizational decision-makers become more experienced in reusing open innovation tools and developing existing relationships with open innovation partners in order to adopt open strategy methods according to their specific conditions. The growing number of open strategy examples in the real world accelerates the development of this field (Criado et al., 2013, 320; Lee et al., 2012, 150; Vanhaverbeke et al., 2017, 8).According to the analysis of different angles of two phenomena of open strategy and open innovation, they can be examined and compared from 7 different perspectives. In the article, the key similarities and differences from the 7 perspectives of philosophical foundations, goal perspective, relationship perspective, theoretical approaches perspective, open strategy dimensions perspective, openness and openness dimensions perspective, as well as activity domains perspective have been summarized in detail.It should be noted that the dynamic and influential nature of the open strategy and the different ways of looking at this field show that researchers should make more efforts to better understand this exciting new phenomenon. Researchers can review the theoretical approaches introduced to the emerging phenomenon of strategy and develop future theoretical and empirical research in it. The topics that can be considered for future research are: open innovation and globalization issues, open innovation and local research and development issues, networking with foreign partners through information technology, strategic human resource management practices, and the effects of different technologies on the Open Innovation Model. Also, some other topics such as strategy crowdsourcing, intra-organizational and inter-organizational strategy, strategy blogging, platforms (infrastructures), and other areas of information and communication technology in strategy can be researched by other interested parties.

Increasing returns of scale and scope, which arises in the use of data, has created a new concept called big data that analysis of them leads to boosted productivity through data Innovations. Since there is no model in the current literature of “data innovation”, the purpose of this research is to provide a logical model of “data innovation” to determine its impact on business development, and in particular the electronics business. In this model, the data generated using electronic business tools are calculated as inputs of the model. Afterward, in the process of the model, the types of innovations and big data technologies are performed, which ultimately leads to the development and improvement of the business. Also, when describing the types of “data innovation”, the concepts of open government data information and open innovation are employed. The use of e-business and the generating of new data and the repetition of this process and the comprehensive model in “data innovations” account the innovations of this research.

Rapid technological changes and profuse innovations are the result of moving from isolated efforts to collaboration for creation of new sources of value among firms and governments. Such approach toward innovation has been known as open innovation in the literature and many researchers have studied its different aspects. In order to introduce this concept and investigate how policies could support it, this study tries to present the concept, its history and modes and policy tools to promote it among firms. Based on the literature review, a 3×3 matrix with two dimensions including Innovation Direction (Inbound, Outbound, and Coupled) and Knowledge process (Creation, Diffusion and Exploitation) is proposed in order to categorize the policy tools. Finally, a case of open innovation affairs among Iranian biopharmaceutical firms is studied to recognize the gaps in public policies to boost open innovation in the industry.

Objective: The main purpose of this study is to identify open innovation components and providing a model for implementing open innovation in university. Method: The present study is a qualitative study which identified and extracted the components of open innovation by thematic analysis and in an inductive manner. The field of research was all open innovation articles and books in the period from 2007 to 2018. Thematic analysis is a method for recognizing, analyzing and reporting patterns in qualitative data. Thematic analysis is done in a variety of methods. In this research, the "Thematic Network" has been used. The validity of the research was approved by the referee by the audit method. To calculate reliability, coding is done by studying row to row of selected resources manually by two individuals individually. After coding, the results of these two coding are compared by the Holsti method. Results: After studying and selecting and coding the texts of articles related to open innovation, 54 basic themes were extracted from different sections of the articles. From these basic themes, 10 organizing themes and finally 3 global themes of “ organizational factors” and “ customer factors” and “ relation factors” were extracted. Conclusions: Based on the results of thematic analysis and identifying the components of open innovation, a model for implementing open innovation in the university was presented that this model categorized influential components on the implementation of open innovation in the university in three groups of factors associated with the organization and organizational structure of the university, Factors related to university customers and factors related to the internal and external communication of the university.