Development of Taxonomy Management Framework for Corporate Open Innovation Initiatives

Abstract

The derived taxonomy for corporate open innovation initiatives, validated by the empirical study performed in the German market, followed by a detailed multiple-case study for deriving assumptions on how to structure these initiatives and identify motivations for initiating them, created a sound overview for this new field of research. In the next step, it is necessary to combine the derived new information with existing knowledge and create a management framework that functions as an overview tool for practitioners to apply these finding into the corporate’s strategy. The general idea of macro- and micro-influences on a company’s strategy are derived from Porter (1979) and adapted into the actual selected relevant external environment and open innovation environment factors.