Engineer Open Innovation-Based Business Model Developing Circle

  • JinHyo Joseph Yun
Part of the Management for Professionals book series (MANAGPROF)


This chapter explores cases which exemplify the development process and methods of engineer open innovation (OI)-based business models (BMs). To provide an introduction to engineer open innovation business models, three cases, i.e., that of Elon Musk with Tesla Motors and SpaceX, that of Larry Page and Sergey Brin with Google, and that of Steve Jobs and Steve Wozniak with Apple, are presented.

In addition, a detailed explanation of each of the five steps in the engineer business model circle is provided with key factors and templates.


Engineer Elon Musk Larry Page Sergey Brin Steve Jobs Steve Wozniak Engineer business model circle 


  1. Acha V (2008) Open by design: the role of design in open innovation. Acad Manag Proc 2008(1):1–6CrossRefGoogle Scholar
  2. Auletta K (2010) Googled: the end of the world as we know it. Random House, New YorkGoogle Scholar
  3. Blank S, Dorf B (2012) The startup owner’s manual. K&S Ranch, PescaderoGoogle Scholar
  4. Brin S, Page L (1998) Anatomy of a large-scale hypertextual Web search engine. 7th international world wide web conferenceGoogle Scholar
  5. Chesbrough HW, Teece DJ (2002) Organizing for innovation: when is virtual virtuous? Harvard Business School Press, BostonGoogle Scholar
  6. Christiansen C, Grossman JH, Hwang J (2008) The innovator’s prescription. McGraw-Hill, New YorkGoogle Scholar
  7. Chutani S, Aalami JR, Badshah A (2010) Technology at the margins: how it meets the needs of emerging markets, vol 22. Wiley, HobokenGoogle Scholar
  8. Davila T, Epstein M, Shelton R (2012) Making innovation work: how to manage it, measure it, and profit from it. FT press, Upper Saddle RiverGoogle Scholar
  9. Gassmann O (2006) Opening up the innovation process: towards an agenda. R&D Manag 36(3):223–228CrossRefGoogle Scholar
  10. Herstad S (2007) Global open innovation: market learning, related variety and the global-local interplay in Norwegian industry. Oslo, NIFU STEP reportGoogle Scholar
  11. Jarvis J (2011) What would Google do?: reverse-engineering the fastest growing company in the history of the world. Harper Business, New YorkGoogle Scholar
  12. Kaplan S (2012) The business model innovation factory: how to stay relevant when the world is changing. Wiley, HobokenCrossRefGoogle Scholar
  13. Morris C (2014) Tesla motors: how Elon musk and company made electric cars cool, and sparked the next tech revolution. Smashwords Edition, Los GatosGoogle Scholar
  14. Page L (2001) Method for node ranking in a linked database: Google Patents.Google Scholar
  15. Patra SK, Krishna VV (2015) Globalization of R&D and open innovation: linkages of foreign R&D centers in India. J Open Innov Technol Market Complex 1(1):1–24CrossRefGoogle Scholar
  16. Schmidt E, Rosenberg J (2014) How Google works. Hachette UK, LondonGoogle Scholar
  17. Tietze F (2012) Technology market transactions: auctions, intermediaries and innovation. Edward Elgar Publishing, NorthamptonCrossRefGoogle Scholar
  18. Timmons JA, Spinelli S (1994) New venture creation: entrepreneurship for the 21st century, vol 4. Irwin, Burr RidgeGoogle Scholar
  19. 竹内一正. (2013). 未来を変える天才経営者イーロン・マスクの野望: 株式会社朝日新聞出版Google Scholar

Copyright information

© Springer Nature Singapore Pte Ltd. 2017

Authors and Affiliations

  • JinHyo Joseph Yun
    • 1
  1. 1.Tenured Researcher of DGIST and Professor of Open Innovation Academy of SOItmCDaeguKorea, Republic of (South Korea)

Personalised recommendations