‘Authoring’ Open Innovation: The Managerial Practices of an Open Innovation Director
Research in Organizational Change and Development
ISBN: 978-1-78560-019-7, eISBN: 978-1-78560-018-0
Publication date: 27 June 2015
Abstract
This chapter asks how we can understand the managerial practices in open innovation, a recently popularized way of organizing innovative work. Open innovation implies opening up the borders of the organization, creating a context where conventional steering and managerial tools no longer apply. Utilizing a collaborative research approach, following an open innovation collaboration over 8 years, this chapter outlines the managerial practices that direct the collaboration. These practices are important for meaning making and identity creation in the collaboration and can be understood as a form of authorship, a continuous intervention strategy to manage, develop and change the organizational context.
Keywords
Acknowledgements
Acknowledgements
We are very grateful for the helpful comments on earlier version of this manuscript from our editors Professor Rami Shani and Professor Debra Noumair, as well as Professor Bill Pasmore, who kindly assisted us in improving the quality of the manuscript even further.
Citation
Ollila, S. and Yström, A. (2015), "‘Authoring’ Open Innovation: The Managerial Practices of an Open Innovation Director", Research in Organizational Change and Development (Research in Organizational Change and Development, Vol. 23), Emerald Group Publishing Limited, Leeds, pp. 253-291. https://doi.org/10.1108/S0897-301620150000023006
Publisher
:Emerald Group Publishing Limited
Copyright © 2015 Emerald Group Publishing Limited