Open Innovation in Family Firms : How does the Family Involvement influence the Implementation of Open Innovation

• Main Authors: Klinge, Kristin, Bünker, Eike
• Format: Others
• Language: English
• Published: Högskolan i Jönköping, Internationella Handelshögskolan 2018
• Subjects: Open Innovation; family firms; family involvement; implementation; Business Administration; Företagsekonomi
• Online Access: http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-39688

Background: Today’s business environment is characterized by high competitiveness and fast-changing markets. Moreover, useful knowledge and expertise cannot only be found within a company but also outside the organizational boundaries. Therefore, a shift from closed and internal R&D processes to open and collaborative innovations with external sources can be noted in order to stay competitive.   Purpose: The concept of open innovation is well researched by various scholars in the context of large organizations and SMEs. However, the link to family firms is often missing and under researched. Resulting of the importance of the “how” component in family firm research, it is interesting to see how family firms actually implement the concept of open innovation and how it is influenced by unique family firm characteristics. Therefore, this study sheds light on how the family involvement affects the implementation of open innovation.   Method: We want to contribute to the theory with an exploratory research design and a multiple case-study method of eight selected family firms. Through semi-structured interviews with four family managers and four non-family managers, we gained insights from the organizational level concerning their open innovation strategy and implementation process. We used a cross-case analysis to compare the cases and indicate similarities and differences in order to draw our conclusions.   Conclusion: In general, the owning family is significantly important and influential for the open innovation strategy. First, family firms with family CEOs used open innovation as a response to internal drivers, however with non-family CEOs in charge internal and external forces are the drivers for an open innovation strategy. Second, families that are engaged in daily operations, execute an informal implementation process with loose communication practices, whereas family firms with an external CEO apply a formal implementation process. Additionally to this, we point out two managerial implications: open innovation needs to be embedded in the organizational culture and managers need to lead by example when implementing the concept.