The role of publicly funded collaborative projects in implementing open innovation

Publicly funded collaborative projects can represent an embryonic form of open innovation, as they force firms to collaborate and share knowledge with external partners. In this vein, they can trigger the implementation of a broader set of open innovation practices, despite usually operating according to policy logics that are not always aligned with open innovation principles. However, further research is needed to understand whether and how implementation of different open innovation practices, such as publicly funded collaborative projects, entails the adoption of particular organisational changes. This paper aims at understanding how companies can leverage publicly funded collaborative projects to trigger the adoption of a broader set of open innovation practices, as well as the organisational changes to be implemented to exploit these practices. By conducting an exploratory case study of a leading white goods manufacturer, this paper shows how taking part in publicly funded collaborative projects allowed the company to trigger the adoption of a broader set of open innovation practices. This paper contributes to the debate on the contingent nature of open innovation by discussing the organisational dimensions on which the company should act to implement the different open innovation practices. It also provides evidence on a progressive approach for the adoption of open innovation practices triggered by publicly funded collaborative projects. In addition, this paper provides useful suggestions for managers and policymakers that are in charge of managing open innovation practices within companies and drafting funding opportunities that are consistent with open innovation principles, respectively.