@article {489,
	title = {Managing the Challenges of Becoming an Open Innovation Company: Experiences from Living Labs},
	journal = {Technology Innovation Management Review},
	volume = {1},
	year = {2011},
	month = {10/2011},
	pages = {19-25},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {High-technology firms have paved the way for user-driven innovations, but now even traditional industries are becoming increasingly open. This shift is a great challenge for companies with instituted practices, policies, and customer relationships. In this article, we identify four distinct steps in becoming an open innovation company based on our recent research into firms{\textquoteright} experiences with living lab experiments in the information and communication technology (ICT) sector. We describe these phases and illustrate the divergent roles that users play in each one. We conclude with a discussion on the differences between the management challenges of conventional development projects versus the open innovation model. For all firms that wish to become open innovators, we recommend that their managers promote an open organizational mindset and apply groupware that supports increased openness, because traditional project management tools are insufficient for open innovation. },
	keywords = {Innovation management, Living lab, Open innovation, User-driven},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/489},
	url = {http://timreview.ca/article/489},
	author = {Mika Westerlund and Seppo Leminen}
}
