Abstract
While recent research discusses the management and outcomes of various open and collaborative forms of innovation, little is known about how firms identify opportunities for open innovation. This exploratory empirical study sheds some light on this fuzzy front end of open innovation. Iterating between multiple case study analysis and the dynamic capabilities and strategic entrepreneurship literature, new theoretical constructs and relationships are developed that help to explain how firms identify and continuously transform open innovation opportunities. First, this study identifies two key dimensions (external discovery and internal creation) that describe the opportunity identification process for open innovation. Second, based on these dimensions, four distinct modes of open innovation (complementary, entrepreneurial, exploratory and strategic) are derived that capture some of the variance that exists when firms create and discover open innovation opportunities. Third, this study introduces three dynam...
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