Grassroots Innovation: A Promising Innovation Paradigm for Pharmaceutical Companies - Innovation and Marketing in the Pharmaceutical Industry - page 144

(e.g., Google, 3M) or the introduction of less formal processes (e.g., GSK's Spark
Network). Given their prevalence and mixed results (Bikhchandani et al. 1992 ),
future research should document the drivers of success in informal grassroots
innovation processes.
Sixth, fi rms are also increasingly interested in implementing open innovation
models, such as Procter & Gamble's famous Connect and Develop approach
(Huston and Sakkab 2006 ) or Cisco's I-Prize (Jouret 2009 ). Such models look for
new ideas outside the boundaries of the fi rm, i.e., next to suppliers, academia (schol-
ars or even students), government, research institutions, clients, and even competi-
tors. Future research could study how fi rms can implement structured processes
such as the one discussed in this chapter with the goal of fi nding ideas outside the
company's boundaries; Merck KGaA has recently started an open innovation portal
of its Merck Serono division (www.merckserono.com/open_innovation).
Seventh, in order to boost internal validity, the causal mechanisms depicted in
our conceptual framework should be explored in a controlled setting. That is, it
would be very interesting to devise laboratory (or fi eld) experiments where the
actual causal mechanisms of interest can be tested. Such proof of causal mecha-
nisms may prove to be very challenging, but highly rewarding.

4.5.3 Future Research on Grassroots Innovation

in the Pharmaceutical Industry

There are also several interesting avenues for future research on specifi c applica-
tions of grassroots innovation in the pharmaceutical industry. First, it is important to
study to what extent grassroots innovation is better attuned to promote radical
breakthroughs or more incremental innovations.
Second, it would be interesting to quantify whether the benefi ts of grassroots inno-
vation are more important for certain therapeutic categories that may demand closer
contact with customers. For example, do pharmaceutical fi rms need to be closer to the
consumer when engaging in innovation in targeted therapies or diagnostics? If yes, it
would be interesting if future studies could test whether grassroots innovation pro-
cesses can be particularly effective in more customer-oriented innovations.
Third, pharmaceutical industry's blockbuster innovation model is prone with risk
and uncertainty. Could the wisdom of crowds' philosophy behind grassroots inno-
vation reduce some of this risk and make innovation outputs more predicable? How
should pharmaceutical fi rms combine bottom-up and top-down innovation philoso-
phies in a new model combining closeness to the customer, employee motivation
and entrepreneurial spirit, and strong strategic fi t and leadership?
Overall, research focused on grassroots innovation in large corporations is
scarce. This chapter provides an early in-depth study based on theoretical derivation
and an in-depth case study of one process at one fi rm. Clearly, there is room for a
multitude of future contributions in this area, with high dual impact to both aca-
demia and business.