The art and science of technology and innovation management has been theorized by many management scholars over the past several decades. This symposium attempts to discuss and integrate some of the most important concepts of technology and innovation management. In particular, the symposium revisits the contributions of knowledge management, collaborative community of firms, dynamic capabilities, and open innovation to argue how these theories apply for today’s complex situation of technology and innovation management. At the same time, the symposium looks at how they would provide an outlook towards the potential challenges, barriers and opportunities of future businesses. We believe that this symposium aims to further deepen our understanding of management theories, with a particular emphasis on the openness of organizations and markets to co-create values as a part of the conference theme,

Open innovation is presently built on Outside-In, Inside-Out and Coupled open innovation foundations. We propose extending and completing the open innovation framework to recognise two other forms of open innovation: Inside-In open innovation and Outside- Out open innovation. We argue that this has several main advantages. First, studies of Inside-In and Outside-Out open innovation may be useful in their own right. Second, this can help change analysis of open innovation from that of a series of discrete transactions to that of an interconnected dynamic system. Third, interpreting open innovation as a dynamic system helps illuminate the potential role and relevance of dynamic capabilities in this area of research. Finally, we argue this may offer useful perspectives for both scholarship and practice.

This article aims to analyze the strategic management of two-sided platforms from the view point of a mobile communications platform manager and elaborate on the dynamics that result in either platform success or failure. A framework is created to model the endogenous formation and diffusion process of a two-sided platform, describing the interplay of strategy levers that platform managers have at their disposal and factors affecting user willingness to create platform affiliation. The framework is applied to the diffusion of public wireless local area access services and configured with extensive data reflecting a large European city and platform deployment costs. The results show the effect of subsidization, revenue sharing, and alliance strategies and highlight the importance of understanding feedback structure and dynamic complexity around two-sided platforms. The results also point out how strategy opportunities vary for different types of platform managers, for example mobile operators extending their mobile infrastructure or large internet companies managing adjacent service platforms and striving for disruptive platform envelopment.