Open innovation

Accelerating digital transformation and the basic needs of businesses to adapt to environmental transformations and complexities have doubled the necessity for extensive stakeholder interactions. Gamification is a powerful tool that facilitates stakeholder interaction and a common understanding of the vision and contributes to the sustainability of businesses. Businesses' sustainability in the digital transformation age depends on the continuous interaction of stakeholders and a comprehensive understanding of all the business pillars, which will be possible through the flow of ideas inside and outside the workplace and by providing innovative processes. In this regard, this study explores the effect of gamification on corporate sustainability by explaining the role of digital transformation, open innovation, and value co-creation. The statistical population of this study comprises top managers and experts in e-businesses who use gamification in their processes. The statistical sample included 117 managers and experts active in this field, and they were selected through convenience sampling. The data collection tool was a questionnaire reliability of which was 0.763 using Cronbach's alpha. Using Smart PLS software, the gathered data were analyzed by structural equation modeling (SEM). Gamification, with a factor of 74%, has a positive effect on open innovation, while a factor of 85% has a positive effect on digital transformation. Gamification, both directly and indirectly, creates value co-creation in businesses, and finally, value co-creation at 78% affects corporate sustainability.

The present study was conducted with the aim of designing a model of professional competencies of vocational school principals with an open innovation approach and its validation. Qualitative research is a classic foundation data type. Participants include 20 experts and the director of the conservatory, purposefully sampled and interviewed in a semi-structured manner. The data are encoded using MAXQDAv2020 software, and the researcher has used the Strauss and Corbin acceptance indicators, the technique of visit by members and the self-review approach for validation of the research model. The findings show that the model of professional competencies of the directors of technical and vocational schools with open innovation approach includes 9 main competencies and 20 sub-competencies as follow: social competencies (cultural competence, social responsibility); Cognitive competencies (self-confidence and self-assurance, perfectionism and professional development); Specialized competencies (technical, scientific and functional competencies); Knowledge competencies (general level knowledge, basic level knowledge and professional level knowledge competencies); Attitudinal competencies (systemic thinking and problem solving strategy competencies); Personality competencies (self-awareness and independence, positivity and realism); Communication and networking (competence to establish external and internal communications); Developmental competencies (advocacy for IT, transformation and change management); Strategic and leadership competencies (goal-oriented and planning competencies). The listed methods for validating the model show that it has the necessary validity. The findings of this study provide implications for training and improving the directors of vocational schools in accordance with the identified professional competencies.

Given the paradigm shift from “Closed Innovation” to “Open Innovation”, there seems to be a need for a systematic mechanism for exploring and evaluating alternative external technologies, as well as the business models that may be appropriate for capturing value from such technologies. Although Traditional Technology Roadmapping (TTRM) used to play an important role in this regard, analyzing its utility in the context of Open Innovation reveals some shortcomings that need to be addressed in order to make the most of the Technology Roadmapping (TRM) concept. This paper elaborates on these limitations and suggests a modified approach, Open Innovation Roadmapping (OIRM), as an effective technological innovation management and planning tool in this new paradigm. The results of the application of the proposed approach in the case of the membrane technology roadmapping at the Research Institute of Petroleum Industry (RIPI) are also presented here. Further practical guidelines are also raised by the authors to give a more practical vision on the approach.