THE OPEN INNOVATION CONCEPT AS A STRATEGIC TOOL FOR ENSURING COMPETITIVE LEADERSHIP IN THE CONDITIONS OF DIGITAL TRANSFORMATION

Abstract

This article researches the concept of open innovation as a strategic tool for establishing and maintaining competitive leadership for enterprises in the context of the digital transformation of the economy, taking into account the knowledge and talent management processes that determine the effectiveness of open innovation. This paper presents the evolution of theoretical perspectives on the innovation process, from the traditional closed model – which focuses on an internal research department – to an open innovation model, which involves the targeted management of knowledge flows between the organization and its external environment (partners, consumers, suppliers, start-ups, competitors, etc.). The importance of the concept of absorptive capacity as an organization’s integral dynamic ability to identify, assimilate, effectively use and transform external knowledge from research institutions, educational establishments, partners, start-ups, customers, etc. A high level of organizational absorptive capacity demonstrates the organization’s ability to integrate external knowledge into its managerial and organizational competencies, enabling it to develop new products, technologies and business processes to achieve competitive leadership. The importance of internal management roles – ‘knowledge gatekeepers’ – and digital idea management systems in transforming external knowledge into innovative outcomes has been demonstrated. It is argued that it is precisely an organization’s absorptive capacity that should be regarded as the link between knowledge management, digital transformation and the concept of open innovation. The transition from a closed human resource management model to an open talent ecosystem encompassing internal employees, borrowed talent, freelance talent, and crowdsourced talent is examined. Based on the synthesis of practical experience, the study systematizes the typical risks and barriers to the implementation of open innovation in the digital environment. A classification framework is proposed that groups these risks into three interrelated dimensions: technological, knowledge, and talent management, providing a comprehensive reflection of the key challenges associated with digital transformation. The paper proposes a stage-based strategic model for integrating open innovation, knowledge management, and talent management into the system to achieve and sustain enterprise competitive leadership.