Open Innovation (OI) allows the utilisation of external expertise. Besides various benefits, OI also bears specific risks. These are often linked to the selection of the “right” partners (e.g. knowledge drain and Not-Invented-Here syndrome) that is often based on specific perspectives, e.g. focussing only on external stakeholders, and only on their technical skills and neglecting the strategic relevance. Thus, we developed an integrated methodology to systematically identify, select and involve partners. This paper focusses on deriving suitable operative and strategic collaboration strategies.     «

Open Innovation (OI) allows the utilisation of external expertise. Besides various benefits, OI also bears specific risks. These are often linked to the selection of the “right” partners (e.g. knowledge drain and Not-Invented-Here syndrome) that is often based on specific perspectives, e.g. focussing only on external stakeholders, and only on their technical skills and neglecting the strategic relevance. Thus, we developed an integrated methodology to systematically identify, select and involve...     »