A mapping for managers: open innovation for R&D intensive SMEs in the life sciences sector
Abstract
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<jats:title content-type="abstract-subheading">Purpose</jats:title>
<jats:p>The purpose of this paper is to examine what strategies the CEOs of research and development (R&D) intensive small/medium enterprises (SMEs) in the life sciences sector carry out in regard to open innovation (OI), as R&D costs continue to rise, placing pressure on innovation managers.</jats:p>
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<jats:title content-type="abstract-subheading">Design/methodology/approach</jats:title>
<jats:p>A qualitative study was carried out, consisting of 30 semi-structured interviews with CEOs of small R&D intensive SMEs in the life sciences sector. The authors analysed the key factors identified by the CEOs in relation to their OI strategies.</jats:p>
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<jats:title content-type="abstract-subheading">Findings</jats:title>
<jats:p>SMEs adopt a range of OI strategies and collaborations, subject to certain conditions. A multilevel mapping developed from the analysis connects actors to the wider domain, setting the outcomes of the research in context.</jats:p>
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<jats:title content-type="abstract-subheading">Research limitations/implications</jats:title>
<jats:p>This qualitative study provides detailed understandings that could provide the basis for a wider quantitative study that would provide greater coverage of the sector, thus reinforcing the outcomes.</jats:p>
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<jats:title content-type="abstract-subheading">Practical implications</jats:title>
<jats:p>The study will be relevant to practising CEOs who are considering the range of options offered by OI.</jats:p>
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<jats:title content-type="abstract-subheading">Originality/value</jats:title>
<jats:p>While large firms are adopting OI strategies, less is known about the OI strategies developed in SMEs. The study addresses that gap. The life sciences context is also novel.</jats:p>
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