Openness in Malting Barley Value Chains: the Case of Adoption of New Varieties in Canada and the United Kingdom

Development of new malting barley varieties depends crucially on value chain acceptance. In this thesis, factors that contribute to the rate of adoption of new malting barley varieties are evaluated, building upon existing research on open innovation and leveraging a framework of four degrees of openness across two dimensions: a firm's level of openness in innovation strategy, and its degree of openness with the rest of the industry. An analysis of the adoption of new varieties in malting barley value chains in Canada and the United Kingdom (UK) was conducted using a case study approach, and the data indicates that openness in value chains is a major contributing factor to a faster adoption rate for new varieties, even if firms conduct R&D in-house

Openness in Malting Barley Value Chains: The Case of Adoption of new Varieties in Canada and the United Kingdom

Development of new malting barley varieties depends crucially on value chain acceptance. A case study analysis of the adoption of new varieties in malting barley value chains in Canada and the United Kingdom (UK) indicates thatopenness in value chains is a major contributing factor to a faster adoption rate for new varieties, even if firms conduct R&D in-house. Drawing upon the open innovation literature, this paper applies four degrees of openness framework across two dimensions: a firm's level of openness in innovation strategy, and its degree of openness with the rest of the industry

Openness in Malting Barley Value Chains: The Case of Adoption of new Varieties in Canada and the United Kingdom

Development of new malting barley varieties depends crucially on value chain acceptance. A case study analysis of the adoption of new varieties in malting barley value chains in Canada and the United Kingdom (UK) indicates that openness in value chains is a major contributing factor to a faster adoption rate for new varieties, even if firms conduct R&D in-house. Drawing upon the open innovation literature, this paper applies four degrees of openness framework across two dimensions: a firm's level of openness in innovation strategy, and its degree of openness with the rest of the industry