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While open innovation is a management concept of increased attention in academia as well as in industry, studies have also shown that the implementation of open innovation can be a rather difficult and challenging process. Installed organisational structures, culture and knowledge are often portrayed as hinder for change. This study provides an in-depth case study, based on 50 interviews, of how a large pharmaceutical corporation implemented an open innovation initiative. Instead of considering existing internal knowledge and structures as problematic, these resources were rather utilised as cornerstones for value offerings in open innovation. Furthermore, employees’ engagement in open innovation resulted in a more open and dynamic climate, as well as an improved entrepreneurial image of the corporation internally as well as externally. The study contributes to the open innovation literature by advancing the understanding about the organisational implications of implementing open innovation in practice. As such, it provides valuable insights for researchers and practitioners about implementing open innovation in practice.

OPEN INNOVATION AS A FACILITATOR FOR CORPORATE EXPLORATION