Abstract
PurposeThe aim of this paper is to investigate the role of boundary management when firms should implement open innovation.Design/methodology/approachThe relevant literature on strategic management, firm boundaries and open innovation fields is revised and critically assessed. An interpretive-qualitative methodology is applied to analyse empirical data obtained from a questionnaire and subsequent interviews of a sample of Italian listed firms. By critically integrating literature review and empirical analysis, a framework is provided with the objective of supporting open innovation implementation.FindingsThe study shows that on the one hand, open innovation and many modern paths of growth are connected to a firm's boundaries and that on the other hand, boundary management plays a key role in the implementation of open innovation.Practical implicationsThe paper has implications for practitioners by driving them to shift the focus of open innovation implementation towards the management of boundaries, in which boundary capabilities and activities play a key role.Originality/valueThis paper sheds light on the advantages and risks that can jeopardize a successful opening up innovation processes without the effective management of boundary studies. Thus, the authors identify and propose causes for reflection and tools maximizing potentiality and reducing risks in the implementation of such processes.
Highlights
Corporate growth strategies should be properly developed to create innovative paths and competitive advantages (Kortmann et al, 2014; Liu and Liang, 2015; von Hippel, 1988; Zhang, 2011; Llanes, 2019)
This paper investigates the role of organizational boundary management at play when firms are directed to adopt and implement open innovation approaches, providing a specific framework generated from the integration of a literature review and empirical data
Findings and discussion Our explorative research aimed to provide a comprehensive view of the role of boundary management at play when firms should implement open innovation
Summary
Corporate growth strategies should be properly developed to create innovative paths and competitive advantages (Kortmann et al, 2014; Liu and Liang, 2015; von Hippel, 1988; Zhang, 2011; Llanes, 2019). Scholars investigating innovation paths have recently juxtaposed the “open innovation” approach with the traditional “closed innovation” perspective (Chesbrough, 2003a, b, c; Berkhout et al, 2006; von Hippel and von Krogh, 2006; Almirall and Casadesus-Masanell, 2010). The full terms of this licence may be seen at http://creativecommons.org/licences/by/4.0/ legalcode
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