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Advanced Innovation & entrepreneurship

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  1. Introduction
  2. MODULE 1: CAPITAL, VALUE, AND ORGANIZATION

    Unit 1 Value Creation, the production results
    2 Topics
    |
    1 Quiz
  3. Unit 2 What is the capital and how is it build ?
    2 Topics
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    1 Quiz
  4. Unit 3 : Division and organisation of Labor
    3 Topics
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    1 Quiz
  5. Unit 4 : Capturing and Retaining Created Value
    2 Topics
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    1 Quiz
  6. Unit 5 : Value chains and their fragmentation, maximizing the value captured
    2 Topics
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    1 Quiz
  7. MODULE 2: INNOVATION AS A SOCIAL PROCESS
    Unit 6 : Adoption, a frontier between invention and innovation
    2 Topics
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    1 Quiz
  8. Unit 7 : Innovation as a social process
    2 Topics
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    1 Quiz
  9. Unit 8 : Location and Links in innovation
    3 Topics
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    1 Quiz
  10. Unit 9 : Innovation process between companies
    2 Topics
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    1 Quiz
  11. Unit 10 : The case of Knowledge industries
    3 Topics
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    1 Quiz
  12. Unit 11: Values typologie
    2 Topics
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    1 Quiz
  13. Unit 12 : Innovation as a process of value proposal
    3 Topics
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    1 Quiz
  14. MODULE 3: DIGITAL TRANSFORMATION, INTANGIBLE CAPITAL AND RESPONSIBILITY
    Unit 13 : Digital transformation
    2 Topics
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    1 Quiz
  15. Unit 14 : Intangible capital role in Innovation
    4 Topics
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    1 Quiz
  16. Unit 15 : Public investment generating positive externalities in service of innovation
    3 Topics
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    1 Quiz
  17. Unit 16 : Corporate social and environmental responsibility in an innovation context
    2 Topics
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    1 Quiz
  18. Unit 17 : Innovative management methods of companies
    2 Topics
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    1 Quiz
  19. Conclusion and References
    General Conclusion
  20. Bibliographic references
  21. Final Assessment
    1 Quiz
Lesson Progress
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Transcript

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The Scale of the Open Source Phenomenon

Linux runs 90% of global cloud servers. Android powers 70% of smartphones. These figures attest to considerable scale. But these innovations were not born in closed laboratories; they emerged from open online communities.

Open source begins with a simple idea: the source code is accessible to everyone. Anyone can read it, modify it, share it. This is a major reversal of the traditional innovation model.

16.2 The Inversion of the Traditional Paradigm

In the classical model, innovation is protected. Access is limited. Contribution is controlled. In open source, the logic inverts: instead of protecting ideas, they are shared; instead of selecting contributors, doors are opened.

Linux illustrates this approach. Launched in 1991 as a student project by Linus Torvalds, it is today maintained globally by thousands of developers working across many companies.

16.3 Transformations Induced by Open Source

This approach transforms innovation itself along three dimensions:

Ownership becomes collective. No single actor owns the idea.

Hierarchy becomes meritocratic. Influence derives from the quality of contributions, not status.

Motivation becomes intrinsic. Individuals contribute to learn, gain recognition, solve real problems.

Eric von Hippel (2005) analyzed this shift early on. His idea is simple: users do not merely consume; they also innovate.

GitHub as Social Infrastructure

GitHub is not merely a tool. It is a social infrastructure that enables large-scale collaboration. Launched in 2008, it today hosts millions of projects.

GitHub functions through three mechanisms:

Version control: each modification is recorded over time. Teams can understand evolution. The project remembers its own history.

Forks and pull requests: anyone can copy a project, improve a part, then propose their modifications. Contribution is open by default.

Social layer: profiles, stars, and followers count. The profile shows work accomplished. Contributions build reputation.

Together, these elements create a meritocracy where skills matter more than status. A student can improve an expert’s code, even within large companies.

Principles of Open Source Innovation

Open source innovation follows clear principles:

Linus’s Law: “Given enough eyeballs, all bugs are shallow.” More contributors mean more problems detected early and fixed quickly.

Modular innovation: projects are divided into small parts. Each contributor focuses on one module. No one needs to master the whole.

Emergent standards: best practices are not imposed. They emerge through repeated collaboration. Over time, common solutions stabilize.

Transformation of Innovation Geography

Open source also changes the geography of innovation. Innovation is no longer local. Contributions come from everywhere—large metropolises and small countries. This creates new innovation centers where education and open culture matter more than size.

But this openness has its limits. Decision-making power is not equally shared. Governance often remains centralized. Large organizations play a key role. Thus we observe two dynamics: open contribution and centralized control.

The lesson remains strong: innovation no longer needs physical proximity. Collaboration can cross borders. But this does not replace everything. Human interaction still matters