Business model–dynamic capabilities and open innovation initiatives in research‐intensive organisations: A case of Australia's national science agency

Abstract

AbstractPublicly funded national science agencies create value as innovation catalysts and through their scientific and research missions, they tackle wicked problems. Understanding how dynamic capabilities and business model innovation enable research‐intensive organisations to seize the market in the mission is key to translating bold new science that has impact. We qualitatively explore how Australia's national science agency—the Commonwealth Scientific Industrial Research Organisation (CSIRO)—has pursued open innovation to support business model–dynamic capabilities in an evolving publicly funded landscape. We reflect on the value of open innovation initiatives that have allowed the CSIRO to ambidextrously pursue world‐class science while achieving impact.Points for practitionersDynamic capabilities and business model innovation are strategic tools for publicly funded national science agencies seeking to seize the market in the mission.We examine a case of business model–dynamic capabilities in CSIRO.Open innovation has been important for CSIRO as part of an ambidextrous approach.