Abstract
The article discusses the processes associated with the practical development of the ideas of open innovation by organizations, manifesting themselves through a number of internal and, to a greater extent, external factors that increase the ability to internally integrate third-party innovations through the expansion of the resource base of an individual company. Such processes often become decisive in making management decisions on the application of the provisions of the theory of open innovation. The previous experience unequivocally forces us to highlight the asymmetry in the activities of large and small forms of management. This article aims to expand the literary understanding of the potential of open innovation in stimulating a system of motives and constraints in the dissemination of knowledge within the business community.
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