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This chapter reviews the core ideas behind Open Innovation, discusses what it is and is not, and shows how it can deliver more value to organizations and to society. Outside-in Open Innovation strengthens the current business and current business model, while inside-out Open Innovation searches for alternative businesses and business models. The chapter explores the connection between technology development and the business model, and examines the use of Open Innovation in intellectual property and in services. However, Open Innovation is not a panacea. Its boundary conditions and limitations must also be acknowledged. As with Chapter 1, the processes of generation in innovation must also be supported by equal attention to innovation dissemination and innovation absorption within the firm, in order for organizations to create and capture value from Open Innovation. Finally, Open Innovation is moving beyond collaborations between two actors, to a broader ecosystem focus that connects many actors together.

This essay distinguishes between directive meditation, which seeks to bring about inner transformation by means of outside-in processes, and non-directive meditation, which builds on inside-out processes. The two types differ in terms of their meditation object (thematic vs. technical), mental attitude (concentrative vs. non-concentrative), and the context surrounding the practice (suggestive vs. non-suggestive). Most meditation practices include both directive and non-directive elements, but differ widely in their emphases, as illustrated by references to modern studies as well as traditional works on meditation. The suggested distinction differs from the widespread Buddhist-inspired contrast between “concentrative” meditation (or “focused attention”) and “insight” meditation (or “open monitoring”), which is shown to be problematic, especially when applied to non-Buddhist forms of meditation. The social constructivism that has long dominated cultural history tends to give preference to explanations based on directive working mechanisms and to disregard the equally important processes associated with non-directive meditation.

Traditional intellectual property (IP) management practices place a high value on secrecy and control, practices that discourage knowledge sharing and collaborative innovation activity. Organizations that have adopted Open Innovation have modified their IP management to take advantage of Open Innovation’s benefits, while striving to manage its risks. Outside-in open innovation requires careful arrangements with private and public contributors to enhance one’s own innovation activities. Inside-out open innovation involves crafting the terms on which other parties have the opportunity to carry one’s own ideas and technologies out to other markets. This chapter considers both the buy side and sell side of this market and argue that the market is currently rather inefficient. The chapter identifies barriers to the market’s efficient operation, and consider institutional factors that could stimulate the advance of this market.

This is a brief introduction to the re-emergence of China as a global economic power, emphasizing the role played by changes in the global economy from the 1970s and the internal reforms in China from the end of the 1970s. It describes briefly the importance of economic relations with China for Sub-Saharan Africa (SSA) and Latin America and the Caribbean (LAC), and introduces contrasting views of the impact of China on SSA and LAC. It emphasizes a framework which highlights both the direct and indirect impacts of China on the two regions, and identifies both positive and negative effects. It provides an outline of the main parts and chapters of the book.