| dc.description.abstract | Innovation has been the topic of conversation within the field of management for several years.
Scientific research regarding innovation management includes numerous concepts and theories
such as the closed and open innovation models. Nevertheless, previous studies often overlook
the practical implications of said theories, creating a research gap that this study attempts to
fill. This study, therefore, focuses particularly on the open innovation model with its Outside-
In and Inside-Out approaches used by organisations to navigate through an accelerating VUCA
environment. The aim of the study is to analyse how open innovation is organised in practice
and to investigate what guides an organisation’s actions. Thus, a case study on an international
pharmaceutical company was conducted by interviewing and observing employees regarding
their applied managerial innovation activities. In order to analyse the gathered findings, the
concept of institutional logics is applied and two local logics, the traditional pharmaceutical
logic and the open innovation logic, are defined. By observing how the company’s open
innovation actions are guided by the local logics and vice versa, a recursive relationship is
identified. Further on, to understand their dynamics, differences, and co-existence, both logics
are explained through an institutional knot and the act of institutional knotting. This results in
a better understanding of the company’s innovation activities and, herewith, contributes to
several managerial implications of how to apply open innovation in practice. | en |
