Abstract
This study examines how the idiosyncratic set of mixed motives in family-controlled firms may influence their engagement in, and governance of, open innovation. Specifically, we propose that the range of innovation activities being opened for external collaboration and the number of innovation partner types being used are more restricted among family-controlled firms, and that these firms rely to a lesser extent on formal contracting as a governance tool in their innovation partnerships. Analyses using data from the Mannheim Innovation Panel on the open innovation practices of German manufacturing firms offer support for our hypotheses. Implications of this study and future research directions are discussed.
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