<p>It is visible in the innovation literature the tendency to evolve the innovation process into a moreopen and flexible model where innovators of all types can interact freely. This fairly recentparadigm known as Open Innovation is a phenomenon with still a considerable amount of opengaps and challenges. Therefore the question of how integration is achieved between differenttypes of outside innovators remains unanswered. Many organizations, some in more extent thanothers, are already applying Open Innovation within networks; however there is still not a clearunderstanding or a formal theory that describes the mechanisms that can help integrate theinnovation activities with other actors. To address this challenge, we conducted an exploratorystudy in 7 different organizations representing two types of innovators (private firms andacademic institutions) and a nexus agency that acts as an integrator between them. The first partof the results consist of an extensive list of 27 integration mechanisms applicable in openinnovation projects later categorized in 5 new main categories for their practical study anddiscussion. More abstractly, as relationships between these integration mechanisms and interorganizationalnetworks have not been analyzed yet, we want to propose a framework that canprovide an initial notion of their role and interaction in Open Innovation Projects. Thisframework is valuable to consider the applicability of the proposed integration mechanismscategories in different OI settings and supports the understanding of how the harmonization ofOI efforts occurs with different types of innovators. Having a framework of this typeconsiderably extends the understanding of integration in the Open Innovation field and providesas well a guide for organizations to identify how to integrate open innovation efforts.</p>

It is visible in the innovation literature the tendency to evolve the innovation process into a moreopen and flexible model where innovators of all types can interact freely. This fairly recentparadigm known as Open Innovation is a phenomenon with still a considerable amount of opengaps and challenges. Therefore the question of how integration is achieved between differenttypes of outside innovators remains unanswered. Many organizations, some in more extent thanothers, are already applying Open Innovation within networks; however there is still not a clearunderstanding or a formal theory that describes the mechanisms that can help integrate theinnovation activities with other actors. To address this challenge, we conducted an exploratorystudy in 7 different organizations representing two types of innovators (private firms andacademic institutions) and a nexus agency that acts as an integrator between them. The first partof the results consist of an extensive list of 27 integration mechanisms applicable in openinnovation projects later categorized in 5 new main categories for their practical study anddiscussion. More abstractly, as relationships between these integration mechanisms and interorganizationalnetworks have not been analyzed yet, we want to propose a framework that canprovide an initial notion of their role and interaction in Open Innovation Projects. Thisframework is valuable to consider the applicability of the proposed integration mechanismscategories in different OI settings and supports the understanding of how the harmonization ofOI efforts occurs with different types of innovators. Having a framework of this typeconsiderably extends the understanding of integration in the Open Innovation field and providesas well a guide for organizations to identify how to integrate open innovation efforts.

This study looks at Open Innovation in Research and Development projects and explores the nature of collaboration and leadership characteristics. Thereby perspectives of both industrial and academic partners are considered, focusing primarily on the project level of the collaboration. It is based on the understanding that leadership plays a crucial role in bringing the partners successfully together, based on the prior understanding that academia and industry are potentially different in the nature, objectives and working dynamics of research and development.   This thesis begins with examining the existing literature on the concept of Open Innovation, including benefits and drawbacks of such projects. This leads to uncovering the managerial challenges that such projects encounter which can be mitigated by effective leadership. For this reason, relevant theories on leadership are explored, especially focusing on leadership in R&amp;D contexts, as these kind of projects have special requirements from leaders that differ from traditional projects.  This research is qualitative in nature and takes an abductive approach to theory. 18 semi-structured interviews were conducted, consulting with heads of R&amp;D departments from industrial companies, professors in charge of research labs at universities and representatives from intermediary organisations. The study is exploratory and cross-sectional in nature, as open innovation collaborations in Sweden, the UK and the Netherlands were in the centre of attention. The process of analysis implied the use of a template analysis, which provided the researchers with enough flexibility to code, categorize, and interpret necessary findings. The results show that the nature of Open Innovation collaborations differs from case to case, from mere contractual relationships to collaborative partnerships with a high level of interaction on a daily basis. The key motive for both partners is finance-based, as the universities gain access to funding and the company can save on research expenses. Additionally, companies benefit from access to academic expertise and from potential governmental funding.  Further, there is not a single leader in an industry-university collaboration, rather each entity has a leader of their own and collaborative working is fostered by them. It is deduced that no single leadership theory fits best in the operational level of R&amp;D open innovation functioning, rather it is a mixture of a few popular theories which were predominant in collaborative relationships. The characteristics of leaders in open innovation were deduced and autonomy, communication and joint problem-solving have a prominent role in furthering the R&amp;D collaborative relationship. As a result, a connection between leadership and Open Innovation collaborations was explored.

Sustainability has become an increasingly important aspect for companies to consider. Not only is it necessary to comply with laws and regulations that encourage corporate sustainability, but it has also become a way for companies to gain competitiveness. Historically, companies have primarily adopted so called closed innovation models focused on internal resources and capabilities, in order to generate competitive advantages. However, in a world characterized by rapidly changing demands and high product complexity, the internal capabilities of companies are challenged, which have led firms to explore other collaborative models of innovation. This trend is referred to as open innovation and it implies that companies open up their innovation process in order to utilize external knowledge and share their unutilized ideas. This thesis seeks to explore the sustainability-related implications of open innovation by understanding opportunities and challenges related to adopting an open approach for innovation projects that aim to enhance sustainability. Furthermore, it adopts a contingency perspective through which it seeks to examine factors affecting the sustainability-related performance of open innovation projects. The study is based on empirical data obtained through six semi-structured interviews in a Swedish state-owned enterprise within the air transport industry. The research finds that an open approach for sustainability-oriented innovation projects leads to increased creativity, increased access to knowledge and reduced duration, but that they are challenged by a high degree of complexity. Furthermore, the findings suggest that the sustainability performance of open innovation projects is moderated by three factors: the management of the project, the dedication of the individuals involved and the absorptive capacity of the team. The study argues that in order to enhance sustainability performance of innovation projects, these factors must be adjusted according to the openness of the project. By exploring the context dependencies of open innovation for sustainability purposes, the study contributes to develop a broader comprehension of the contextual characteristics of open innovation as well as its relevance for sustainability.