Managing the challenges of business-to-business open innovation in complex projects: A multi-stage process model

Research shows that knowledge sharing and system integration are two major challenges posed by openness to business partners in complex innovation projects. However, there remains limited research on the microfoundations (i.e., actions and practices) underpinning the organizational capabilities required to address these challenges. Drawing on a case study of a pioneering electric vehicle manufacturer, we develop a multi-stage process model showing how these capabilities are developed and phased out in terms of the organizational principles (e.g., hierarchical product architecture) and actions and practices (e.g., sharing knowledge by deputing staff to/from business partners). Our study contributes to the literature by taking a microfoundations approach to unpack the ?black box? of organizational capabilities critical for managing complex innovation projects into actions and practices, and emphasizes the importance of firms? internal preparedness for managing openness.

Automated summary

Research shows knowledge sharing and system integration are major challenges in complex innovation projects open to business partners. Limited research exists on the microfoundations supporting organizational capabilities needed. Utilizing a case study of an electric vehicle manufacturer, a multi-stage process model is developed showing how these capabilities are developed and phased out.