The implementation of Open Innovation: A case study of managerial levels in a centenary public research institute

Abstract

Despite there is more than ten years since the Open Innovation concept was presented for the first time, companies still demonstrate some difficulties in its implementation. The main challenge refers to the change process from closed to open model. Understanding how these companies adopt the open innovation in practice, which involves identifying the organizational adjustments necessary for such, is the aim of this project. This goal was achieved with a case study at Butantan Institute, a centenary public institution, one of the leading producers of immunobiological products in Brazil. The organizational adaptations were discussed in four managerial levels (networks, organizational structures, assessment process and knowledge management systems) at different stages of the change process (unfreezing, moving and institutionalization), and in three levels of the Open Innovation - OI (inside-out, outside-in and coupled). In the Open Innovation implementation, the management foundations that were taken into account revealed different speed of development and the institutionalization was started through the establishment of a dedicated organizational structure, the Technology Transfer Office [TTO]. Having a structure dedicated to innovation management has also enabled to advance subsequently in the coupled innovation. Changes in others managerial levels were also identified and discussed at length.