Stakeholder management in SME open innovation: interdependences and strategic actions
Publikation: Bidrag til tidsskrift › Tidsskriftartikel › Forskning › fagfællebedømt
Standard
Stakeholder management in SME open innovation : interdependences and strategic actions. / Albats, Ekaterina; Alexander, Allen; Mahdad, Maral; Miller, Kristel; Post, Ger.
I: Journal of Business Research, Bind 119, 2020, s. 291-301.Publikation: Bidrag til tidsskrift › Tidsskriftartikel › Forskning › fagfællebedømt
Harvard
APA
Vancouver
Author
Bibtex
}
RIS
TY - JOUR
T1 - Stakeholder management in SME open innovation
T2 - interdependences and strategic actions
AU - Albats, Ekaterina
AU - Alexander, Allen
AU - Mahdad, Maral
AU - Miller, Kristel
AU - Post, Ger
PY - 2020
Y1 - 2020
N2 - This research explores how small and medium-sized enterprises (SMEs) manage external stakeholders during open innovation (OI) processes. To date, extensive literature has explored OI within large organisations, however, there is limited understanding of how SMEs can strategically manage stakeholders during different stages of OI projects. Using a multi-grounded theory approach, 11 cases of SME OI projects were analysed across four regions within Europe. The findings reveal a wide range of primary and secondary stakeholders with varying levels of power and dependency were leveraged across the different stages of the OI projects. A model is presented which advances knowledge on how to map, analyse and manage stakeholders strategically in a SME-OI context. Our research helps advance theory on SME-OI stakeholder management processes and reveals appropriate stakeholder management strategies, which will assist SME managers in alleviating the SME-OI paradox.
AB - This research explores how small and medium-sized enterprises (SMEs) manage external stakeholders during open innovation (OI) processes. To date, extensive literature has explored OI within large organisations, however, there is limited understanding of how SMEs can strategically manage stakeholders during different stages of OI projects. Using a multi-grounded theory approach, 11 cases of SME OI projects were analysed across four regions within Europe. The findings reveal a wide range of primary and secondary stakeholders with varying levels of power and dependency were leveraged across the different stages of the OI projects. A model is presented which advances knowledge on how to map, analyse and manage stakeholders strategically in a SME-OI context. Our research helps advance theory on SME-OI stakeholder management processes and reveals appropriate stakeholder management strategies, which will assist SME managers in alleviating the SME-OI paradox.
KW - Interdependences
KW - Open innovation
KW - SME
KW - Stakeholder management
KW - Stakeholder theory
KW - Strategic actions
U2 - 10.1016/j.jbusres.2019.07.038
DO - 10.1016/j.jbusres.2019.07.038
M3 - Journal article
AN - SCOPUS:85074487496
VL - 119
SP - 291
EP - 301
JO - Journal of Business Research
JF - Journal of Business Research
SN - 0148-2963
ER -
ID: 241358997