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The objective of this research was to identify what are the management practices used by a company in the food industry, which adopts an open business model, associated with its capacity for innovation. The research is characterized as exploratory, with a qualitative approach, adopting the case study method. The main results were: a) the practices as integration with the external environment, employees with intrapreneurial profile, collaborative corporate culture and management of networks in the innovation process are fundamental to the process of opening the business model; b) that the adoption of this model depend on key factors such as change of mentality rooted in a closed standard, the top management support the organization in the transition process and detachment related to the results presented in the innovation process; c) the transition from business models is an exercise in persuasion that can last for some time to be realized.

Practice management entered in business model open standard: the case of a company of the food industry