Causes of failure of open innovation practices in small- and medium-sized enterprises

Almeida, Fe nando
A icle
Causes o ailu e o open inno a ion p ac ices in small-
and medium-sized en e p ises
Adminis a i e Sciences
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MDPI – Mul idisciplina y Digi al Publishing Ins i u e, Basel
Sugges ed Ci a ion: Almeida, Fe nando (2024) : Causes o ailu e o open inno a ion p ac ices in
small- and medium-sized en e p ises, Adminis a i e Sciences, ISSN 2076-3387, MDPI, Basel, Vol.
14, Iss. 3, pp. 1-17,
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Ci a ion: Almeida, Fe nando. 2024.
Causes o Failu e o Open Inno a ion
P ac ices in Small- and Medium-Sized
En e p ises. Adminis a i e Sciences 14:
50. h ps://doi.o g/10.3390/
admsci14030050
Recei ed: 13 Feb ua y 2024
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adminis a i e
sciences
A icle
Causes o Failu e o Open Inno a ion P ac ices in Small- and
Medium-Sized En e p ises
Fe nando Almeida
Poly echnic Highe Ins i u e o Gaya (ISPGAYA) and INESC TEC, 4200-465 Po o, Po ugal; [email p o ec ed]
Abs ac : The adop ion o open inno a ion poses signi ican challenges ha a e impo an o explo e.
S udies in his ield ha e mainly ocused on explo ing he causes o he ailu e o open inno a-
ion among la ge companies. This s udy add esses his esea ch gap by employing a sample o
297 Po uguese small- and medium-sized en e p ises (SMEs) o explo e, h ough a quan i a i e s udy,
whe he he dimensions and causes o ailu e di e be ween la ge o ganiza ions and SMEs. A o al
o se en dimensions o causes o ailu e a e conside ed, including s a egy- ela ed, o ganiza ional
s uc u e, o ganiza ional cul u e, knowledge and in ellec ual p ope y managemen , managemen
skill and ac ion, esou ces, and in e i m collabo a ion. The indings e eal signi ican di e ences
in ou o hese se en dimensions: he main causes o ailu e a e ela ed o he esou ces and man-
agemen p ocesses o open inno a ion in SMEs, while la ge companies ace mo e challenges in he
o ganiza ional s uc u e and cul u e componen s. This s udy o e s heo e ical insigh s in o he gaps
in he li e a u e o be e unde s and he challenges acing open inno a ion. Fu he mo e, his s udy
o e s p ac ical guidelines o SMEs o iden i y and mi iga e hese main obs acles, p omo ing be e
inno a ion managemen p ac ices.
Keywo ds: open inno a ion; inno a ion managemen ; ailu e; collabo a ion; SMEs
1. In oduc ion
The abili y o inno a e is inc easingly c ucial in oday’s apidly e ol ing wo ld.
Va ious esea che s, such as Ciocanel and Pa elescu (2015), Dempe e e al. (2023), and
Ma o and Pue as (2023), ha e epo ed ha inno a ion d i es p og ess, compe i i eness,
and adap abili y ac oss a ious sec o s including echnology, business, heal hca e, and
educa ion. In a cons an ly changing landscape, companies mus inno a e o s ay ahead o
he cu e, mee cus ome demands, and sol e eme ging challenges. The abili y o inno a e
allows businesses o di e en ia e hemsel es om compe i o s, c ea ing unique alue
p oposi ions and enhancing b and ecogni ion. Beyond business, inno a ion plays a i al
ole in add essing socie al issues such as clima e change, heal hca e dispa i ies, and po e y
(Fishe 2022;Guima ães e al. 2023).
The open inno a ion model a ose as a esponse o he limi a ions o he adi ional
closed inno a ion app oach, which elied solely on in e nal R&D ac i i ies o gene a e new
ideas and b ing p oduc s o he ma ke . Recognizing hese challenges, Chesb ough (2003)
popula ized he concep o open inno a ion in his seminal book Open Inno a ion: The New
Impe a i e o C ea ing and P o i ing om Technology. In hei book, Chesb ough (2003) a gues
ha his closed app oach was becoming inc easingly unsus ainable in an e a o accele a ing
echnological change and global compe i ion. Open inno a ion challenges he adi ional
bounda ies o o ganiza ions by ad oca ing o he in low and ou low o ideas, knowledge,
and esou ces be ween in e nal and ex e nal s akeholde s. I emphasizes collabo a ion,
pa ne ships, and coc ea ion wi h cus ome s, supplie s, uni e si ies, and e en compe i o s.
By le e aging ex e nal sou ces o inno a ion, companies can access a b oade pool o
expe ise, accele a e he pace o inno a ion, and educe R&D cos s (Sáe al. 2023).
Adm. Sci. 2024,14, 50. h ps://doi.o g/10.3390/admsci14030050 h ps://www.mdpi.com/jou nal/admsci
Adm. Sci. 2024,14, 50 2 o 17
The eme gence o digi al echnologies and he in e ne acili a ed he adop ion o open
inno a ion p ac ices by p o iding pla o ms and ools o collabo a ion and knowledge
sha ing. One key aspec o digi al echnology’s impac on open inno a ion is i s abili y
o connec indi iduals and o ganiza ions ac oss geog aphical bounda ies (U bina i e al.
2020). Th ough online pla o ms, companies can easily collabo a e wi h ex e nal pa -
ne s, including o he businesses, esea ch ins i u ions, and e en indi idual inno a o s.
This in e connec edness os e s a ich ecosys em o knowledge exchange and coc ea ion,
enabling o ganiza ions o ap in o a di e se pool o expe ise and ideas. Mo eo e , digi-
al echnologies ha e democ a ized he inno a ion p ocess by lowe ing ba ie s o en y.
C owdsou cing pla o ms, o ins ance, allow companies o solici ideas and solu ions
om a b oad communi y, apping in o he collec i e in elligence o he c owd (C icelli
e al. 2022). Simila ly, open-sou ce so wa e de elopmen has lou ished, wi h de elope s
wo ldwide collabo a ing on p ojec s and eely sha ing code. Fu he mo e, digi al ools
such as big da a analy ics and a i icial in elligence enable o ganiza ions o ex ac insigh s
om as amoun s o da a, in o ming hei inno a ion s a egies and decision-making
p ocesses. By analyzing ma ke ends, consume beha io , and eme ging echnologies,
esea che s like Alghamdi and Agag (2023) and Capu o e al. (2022) ha e epo ed ha
companies can iden i y oppo uni ies o inno a ion and adap mo e quickly o changing
ma ke dynamics.
Open inno a ion p ac ices ha e gained signi ican ele ance in small- and medium-
sized en e p ises (SMEs) due o hei po en ial o enhance compe i i eness and os e
g ow h in oday’s dynamic business en i onmen (ACE 2012;Vanha e beke 2017). SMEs
o en ace esou ce cons ain s, making i challenging o inno a e in e nally (Bonanno e al.
2022;Is iplile e al. 2023). Open inno a ion allows hem o ap in o ex e nal expe ise, ideas,
and esou ces, le e aging collabo a ion wi h o he i ms, esea ch ins i u ions, and e en
cus ome s. Open inno a ion is a double-edged swo d, wi h a ine line be ween success and
ailu e, as epo ed by G eco e al. (2022). Open inno a ion, while p omising, comes wi h
i s sha e o ailu es, challenges, and isks. Se e al challenges and isks a e iden i ied in
s udies like Chaudha y e al. (2022) and Dabic e al. (2023), which epo issues in managing
in ellec ual p ope y igh s, loss o compe i i e ad an age, leakage o sensi i e in o ma ion,
and epu a ional damage in case o unsuccess ul pa ne ships, among o he s. A sys ema ic
e iew o he li e a u e on he causes o ailu e o open inno a ion was pe o med by C icelli
e al. (2023), who concluded ha igid s uc u es and s ic hie a chies p e en collabo a ion
and he achie emen o signi ican bene i s in collabo a i e inno a ion p ocesses. Howe e ,
he esea ch on open inno a ion ailu es emains ela i ely spa se, p esen ing a no able
gap in he exis ing li e a u e. O pa icula no e in his ield a e he s udies ca ied ou by
Cos a e al. (2023), who looked a he cos s o engagemen , and Be ello e al. (2022), who
explo ed he challenges o uni e si y–indus y–go e nmen collabo a ion. Consequen ly,
while he e is a g owing body o esea ch on open inno a ion and i s bene i s, he ocus
has o en leaned owa d success ul cases o la ge co po a ions. Unde s anding he ac o s
con ibu ing o ailu es in open inno a ion ini ia i es wi hin SMEs is c ucial o enhancing
hei inno a ion p ocesses and o e all compe i i eness. Fu he mo e, Be ello e al. (2023)
and Madanaguli e al. (2023) ha e highligh ed his ield as a ele an esea ch agenda
in he open inno a ion pa adigm. This s udy esponds o his challenge by conduc ing
a quan i a i e analysis conside ing 297 Po uguese SMEs, iden i ying and explo ing he
ex en o he sho comings in he adop ion o open inno a ion by SMEs.
The es o his pape is o ganized as ollows: Fi s , a heo e ical backg ound o he
opic is gi en, and he esea ch hypo heses ha guided his s udy a e de ined. This is
ollowed by a p esen a ion o he cha ac e is ics o he sample and he me hods used
o explo e he esul s. Nex , he main indings a e p esen ed, and hei ele ance o
unde s anding he di e ences be ween SMEs and la ge o ganiza ions is discussed. Finally,
he main conclusions a e summa ized, he heo e ical and p ac ical con ibu ions a e
add essed, and sugges ions o u u e wo k a e p o ided.
Adm. Sci. 2024,14, 50 3 o 17
2. Theo e ical Backg ound
Open inno a ion is a s a egic app oach ha emphasizes he low o ideas, knowledge,
and esou ces bo h in o and ou o an o ganiza ion. The concep o open inno a ion chal-
lenges he adi ional closed model o inno a ion, which elies solely on in e nal esea ch
and de elopmen (R&D) e o s. Ins ead, i ad oca es o a mo e collabo a i e and inclusi e
app oach o inno a ion, d awing on ex e nal sou ces such as cus ome s, supplie s, pa -
ne s, and e en compe i o s (Mei eles e al. 2022). In summa y, open inno a ion ecognizes
ha aluable ideas and echnologies a e no solely con ined wi hin he bounda ies o a
single o ganiza ion.
The inc easing complexi y and pace o echnological ad ancemen s ha e made i chal-
lenging o any single o ganiza ion o main ain a monopoly on inno a ion. As ecognized
by Delbono and Lambe ini (2022), monopolies o inno a ion can s i le compe i ion, limi
consume choice, and impede o e all p og ess in a ious indus ies. Open inno a ion, on
he o he hand, p omo es a mo e inclusi e and pa icipa o y app oach o inno a ion. One
o he p ima y ways open inno a ion comba s monopolies is by b eaking down ba ie s o
en y and democ a izing access o esou ces and expe ise. By encou aging collabo a ion
be ween companies, esea ch ins i u ions, s a ups, and e en indi iduals, open inno a ion
enables a di e se ange o ac o s o con ibu e ideas, skills, and esou ces o he inno a-
ion p ocess. This democ a iza ion o inno a ion no only os e s compe i ion bu also
encou ages a wide dis ibu ion o he bene i s o echnological p og ess (Boge s e al.
2018). Mo eo e , open inno a ion acili a es he exchange o knowledge and ideas ac oss
o ganiza ional bounda ies. By sha ing insigh s, bes p ac ices, and e en in ellec ual p op-
e y, pa icipan s in open inno a ion ecosys ems can collec i ely o e come challenges and
accele a e he pace o inno a ion. This collabo a i e app oach no only educes duplica ion
o e o bu also enables pa icipan s o le e age each o he ’s s eng hs and capabili ies
(Pede sen e al. 2022).
The ise o digi al echnologies and he in e ne has acili a ed g ea e connec i i y
and collabo a ion among indi iduals and o ganiza ions wo ldwide. Online pla o ms
and ools enable o ganiza ions o connec wi h ex e nal pa ne s, including cus ome s,
supplie s, and e en compe i o s, o coc ea e solu ions. Pla o ms like c owdsou cing
websi es, inno a ion ma ke places, and open-sou ce communi ies p o ide a enues o
di e se s akeholde s o con ibu e ideas, expe ise, and esou ces o inno a ion p ocesses
(Cano e al. 2022;Vignie i 2021). Schlagwein e al. (2017) desc ibed he digi al echnologies
ha suppo open inno a ion h ough open s anda ds and applica ion p og amming
in e aces (APIs), allowing in e ope abili y and in eg a ion be ween di e en sys ems and
pla o ms. By engaging a b oad ange o indus y playe s, academia, go e nmen agencies,
and use communi ies, open inno a ion ini ia i es ensu e ha s anda ds e lec he needs
and pe spec i es o all ele an pa ies. This inclusi i y helps o build consensus a ound
s anda ds, inc easing hei legi imacy and adop ion ac oss indus ies (Pilena e al. 2021).
Resea che s such as Oso no-Hinojosa e al. (2022) and Po uguez-Cas o (2023) ha e
indica ed ha open inno a ion acili a es coc ea ion by b eaking down adi ional ba ie s
be ween o ganiza ions, allowing o he pooling o di e se pe spec i es and knowledge. I
is also ecognized ha open inno a ion acili a es coc ea ion by expanding he inno a ion
ecosys em. By in ol ing a b oade ange o s akeholde s, including cus ome s, supplie s,
academia, and e en compe i o s, o ganiza ions can access a ich di e si y o ideas and
insigh s. This inclusi i y os e s c ea i i y and gene a es no el solu ions ha may no ha e
eme ged wi hin he con ines o a single o ganiza ion. Mo eo e , open inno a ion encou -
ages anspa en communica ion and knowledge sha ing. By openly sha ing in o ma ion
and esou ces, o ganiza ions can build us and collabo a ion among pa icipan s. This
exchange o ideas s imula es i e a i e eedback loops, enabling con inuous imp o emen
and he e inemen o solu ions h ough collec i e e o (Adamides e al. 2023). Addi ion-
ally, open inno a ion p omo es agili y and adap abili y. By apping in o ex e nal ne wo ks,
o ganiza ions can quickly iden i y eme ging ends, ma ke demands, and echnological
ad ancemen s. This agili y allows o apid i e a ion and adjus men , ensu ing ha coc e-
Adm. Sci. 2024,14, 50 4 o 17
a ed solu ions emain ele an and compe i i e in a dynamic en i onmen (Almeida 2021;
And iyani e al. 2024).
Open inno a ion also p omo es he exchange o in o ma ion abou esea ch, de el-
opmen , and bes p ac ices. By le e aging ex e nal expe ise, o ganiza ions gain access o
new pe spec i es and insigh s, leading o mo e in o med decision-making p ocesses. This
exchange o knowledge educes he likelihood o duplica ing e o s and encou ages he
dissemina ion o aluable in o ma ion ac oss indus ies (Weissenbe ge -Eibl and Hampel
2021). Chiu and Lin (2022) added ha open inno a ion enhances he anspa ency o
p oduc de elopmen and supply chains. By in ol ing s akeholde s a a ious s ages o
he inno a ion li ecycle, o ganiza ions can add ess po en ial issues ea ly on and espond
o changing ma ke demands mo e e ec i ely. This collabo a i e app oach also enables
g ea e aceabili y and accoun abili y, as pa icipan s ha e insigh in o he o igins and
p ocesses in ol ed in c ea ing p oduc s and se ices.
Fo SMEs, open inno a ion o e s se e al ad an ages. Fi s ly, i allows hem o access
a b oade pool o expe ise and esou ces ha hey may no possess in e nally. SMEs o en
ha e limi ed R&D budge s and human esou ces, making i challenging o compe e wi h
la ge i ms in e ms o inno a ion. By apping in o ex e nal ne wo ks, SMEs can gain
access o specialized skills, echnologies, and unding oppo uni ies ha can accele a e
hei inno a ion p ocess (Annamalah e al. 2022). I was also ad oca ed by Fa jam e al.
(2023) ha open inno a ion enables SMEs o mi iga e he isks associa ed wi h inno a ion.
Collabo a ing wi h ex e nal pa ne s allows hem o sha e he inancial bu den o R&D
in es men s and educes he likelihood o ailu e. Addi ionally, by in ol ing cus ome s
and o he s akeholde s in he inno a ion p ocess, SMEs can ensu e ha hei p oduc s o
se ices mee ma ke needs and a e mo e likely o be adop ed.
Recen s udies like Beka a and Ke o (2024) and Ta’Amnha e al. (2023) ha e sugges ed
ha open inno a ion cul i a es an en ep eneu ial mindse wi hin SMEs by p omo ing
collabo a ion and ne wo king wi h ex e nal pa ne s such as s a ups, esea ch ins i u-
ions, and o he businesses. Th ough hese pa ne ships, SMEs can ap in o new ma ke s,
echnologies, and business models ha hey migh no ha e explo ed o he wise. This
exposu e o ex e nal ecosys ems nu u es an en ep eneu ial spi i wi hin he o ganiza ion,
os e ing a cul u e o isk aking, expe imen a ion, and agili y. Mo eo e , open inno a ion
encou ages SMEs o be mo e lexible and adap i e o changes in he business en i onmen .
By con inuously scanning he ex e nal landscape o eme ging ends and oppo uni ies,
SMEs can s ay ahead o he cu e and seize new g ow h a enues. This p oac i e app oach
o inno a ion ins ills a sense o empowe men and owne ship among employees, inspi ing
hem o con ibu e ideas and ake ini ia i e in d i ing he company o wa d. Employees can
ac i ely pa icipa e in idea-gene a ion sessions, b ains o ming mee ings, and inno a ion
wo kshops o sha e hei insigh s and con ibu e o he de elopmen o new p oduc s, se -
ices, o p ocesses (Gama e al. 2019). Encou aging a mindse o expe imen a ion and isk
aking enables employees o explo e uncon en ional solu ions and challenge he s a us quo.
3. Hypo hesis De elopmen
As a heo e ical lens, his s udy ollowed he wo k ca ied ou by C icelli e al. (2023),
who p o ided a comp ehensi e amewo k o iden i y he causes o ailu e o open inno-
a ion. Se en main dimensions o open inno a ion ailu es we e iden i ied, as epo ed
in Table 1. The causes epo ed in each dimension and he equency o hei occu ence
we e iden i ied, which co esponded o he numbe o hemes iden i ied in he sys ema ic
e iew epo ed by C icelli e al. (2023). The causes o ailu e in open inno a ion we e
no all equally p ominen . Fo ins ance, knowledge and IP managemen was he mos
equen dimension (n= 111), while s a egy- ela ed issues dimension was only epo ed in
46 s udies. Ma inez-Conesa e al. (2017) also indica ed ha SMEs o en lack he esou ces
and expe ise o e ec i ely manage he low o knowledge bo h wi hin and ou side hei
o ganiza ion, which can lead o di icul ies in iden i ying aluable ex e nal knowledge
sou ces and in eg a ing hem in o hei inno a ion p ocesses. In his sense, i was impo an

Adm. Sci. 2024,14, 50 5 o 17
o explo e a i s esea ch hypo hesis ha aimed o de e mine whe he he ele ance o
hese dimensions is also he same in he SME segmen . Acco dingly, he i s hypo hesis
was es ablished:
H1. The dimensions o he causes o ailu e in open inno a ion a e di e en o SMEs.
Table 1. Causes o open inno a ion ailu es (adap ed om C icelli e al. 2023).
Dimension F equency No. o Causes Cause
S a egy- ela ed 56 4
Misalignmen be ween pa ne s’ goals
P e alence o closed inno a ion model
Lack o dynamic capabili ies
Lack o an adequa e business model
O ganiza ional s uc u e 74 4
Inadequa e coo dina ion and communica ion mechanisms
Inadequa e ewa d and con ol sys ems
Misalignmen be ween pa ne s’ o ganiza ional s uc u e
Rigid o ganiza ional s uc u e/excessi e bu eauc acy
O ganiza ional cul u e 70 3
No in en ed he e/no sold he e synd omes
Misalignmen be ween pa ne s’ o ganiza ional cul u es
Indi idual le el esis ances
Knowledge and IP managemen 111 3
Loss o know-how/compe i i e ad an age
Inadequa e app op iabili y sys ems
Lack o abso p i e/deso p i e capaci y
Managemen ’s skills and ac ions 76 3
Lack o expe ience in OI managemen
Inco ec cos –bene i assessmen
Ine ec i e scan o en i onmen
Resou ces 88 4
Inadequa e echnology/ICT
Inadequa e IPs and asse
Managemen
Inadequa e HR managemen
Lack o economic/ inancial
esou ces
In e i m collabo a ion 96 3
Oppo unis ic beha io / ee
Riding
High ansac ion cos s
Lack o us
Fu he mo e, i is impo an o deepen ou knowledge o each dimension and analyze
he ele ance o he speci ic causes ha make up hese dimensions o SMEs. Explo ing hese
ac o s is ele an because an SME possesses se e al dis inc ions om la ge co po a ions.
SMEs and la ge companies di e signi ican ly in hei app oach o s a egy due o
hei size, esou ces, and o ganiza ional s uc u e. SMEs o en exhibi lexibili y and
agili y in hei s a egy o mula ion and execu ion, le e aging hei abili y o adap quickly
o ma ke changes (A sawan e al. 2022;Pu iwa and T ipopsakul 2021). Fu he mo e,
o ganiza ional agili y and open inno a ion a e symbio ic o ces d i ing compe i i eness in
oday’s dynamic business landscape. O ganiza ional agili y os e s adap abili y, allowing
i ms o swi ly espond o ma ke shi s, echnological ad ancemen s, and cus ome needs.
This lexibili y enables i ms o emb ace open inno a ion p ac ices, collabo a ing wi h
ex e nal pa ne s, such as s a ups, academia, o cus ome s, o co-c ea e alue (Zhang e al.
2023). Acco dingly, hey end o ocus on niche ma ke s o specialized p oduc s/se ices,
aiming o di e en ia ion o compe e e ec i ely.
H2. The s a egy- ela ed dimension is di e en o SMEs.
O ganiza ional s uc u e and cul u e a y signi ican ly be ween SMEs and la ge com-
panies. SMEs ypically ha e a la e o ganiza ional s uc u e, wi h ewe hie a chical le els
and a mo e in o mal communica ion low. As poin ed ou by Kinds öm e al. (2022),
decision making in SMEs ends o be decen alized, allowing o quick esponses o ma -
ke changes and employee empowe men . Hassi e al. (2022) ound ha empowe ing
Adm. Sci. 2024,14, 50 6 o 17
employees in ol es g an ing hem he au onomy and au ho i y o make choices ele an
o hei oles. In con as , la ge companies o en ha e complex hie a chical s uc u es
wi h mul iple laye s o managemen , leading o slowe decision-making p ocesses and
g ea e bu eauc acy.
H3. The o ganiza ional s uc u e dimension is di e en o SMEs.
H4. The o ganiza ional cul u e dimension is di e en o SMEs.
Knowledge managemen and IP p ocesses a e also ano he ac o o explo e. SMEs
o en ely hea ily on aci knowledge, which esides in he minds o employees and is
in o mal in na u e. Ce chione e al. (2015) s a ed ha knowledge sha ing in SMEs ends
o be o ganic, happening h ough in e pe sonal communica ion and expe ien ial lea ning.
Howe e , o malized knowledge managemen sys ems may be lacking due o esou ce
cons ain s. In con as , la ge companies ypically ha e s uc u ed knowledge managemen
sys ems, including da abases, in ane s, and collabo a ion ools o cap u e, s o e, and
dissemina e knowledge ac oss he o ganiza ion. SMEs o en ope a e wi h leane eams,
whe e employees need o pe o m se e al asks and possess a di e se se o skills o ul ill
a ious oles. C oss- unc ional aining and on- he-job lea ning a e common in SMEs,
os e ing a cul u e o e sa ili y and adap abili y (E s a hiades e al. 2016). Howe e , SMEs
may s uggle wi h o malized skill de elopmen p og ams due o limi ed esou ces, as
epo ed by Deschênes (2023) and Panagio akopoulos (2011).
H5. The knowledge and IP managemen dimension is di e en o SMEs.
H6. The managemen ’s skills and ac ions dimension is di e en o SMEs.
H7. The esou ces dimension is di e en o SMEs.
Finally, SMEs o en lack he esou ces and capabili ies o compe e e ec i ely on
hei own in inc easingly complex and dynamic ma ke s. Collabo a ing wi h o he i ms
allows hem o pool esou ces, sha e expe ise, and access new ma ke s o echnologies
ha may be beyond hei indi idual each. Fu he mo e, collabo a ion enables SMEs o
mi iga e he isks associa ed wi h ma ke unce ain ies, economic luc ua ions, and apid
echnological ad ancemen s by di e si ying hei ne wo ks and sp eading he bu den o
inno a ion and in es men (M hiyane e al. 2022). Addi ionally, Aud e sch e al. (2023)
and Cas ellani e al. (2023) ha e e ealed ha pa ne ing wi h o he i ms can acili a e
knowledge exchange, lea ning oppo uni ies, and syne gis ic inno a ion, os e ing a cul u e
o con inuous imp o emen and compe i i eness.
H8. The in e i m collabo a ion dimension is mo e ele an o SMEs.
4. Ma e ials and Me hods
This s udy adop ed a quan i a i e me hodology o quan i y and explo ed he ela i e
ele ance o he causes o ailu e o open inno a ion among SMEs. Quan i a i e me h-
ods p o ide a s uc u ed amewo k o da a collec ion and analysis. Fu he mo e, his
app oach con ibu es o iden i ying pa e ns and co ela ions among di e en a iables.
Quan i a i e app oaches also acili a e he iden i ica ion o causal ela ionships, helping o
pinpoin speci ic ac o s ha signi ican ly impac he success o ailu e o open inno a ion
ini ia i es. This can guide o ganiza ions in ocusing hei e o s on add essing c i ical
issues and implemen ing a ge ed in e en ions o imp o e u u e ou comes.
This s udy also aimed o explo e he p e alence o hese causes among SMEs in con as
o he indings iden i ied by C icelli e al. (2023), in which he causes o iden i ying ailu es
in open inno a ion esul ed om seconda y sou ces mainly made up o la ge o ganiza ions.
Adm. Sci. 2024,14, 50 7 o 17
As such, his s udy applied hypo hesis es ing o he di e ence be ween wo means, as
indica ed in exp ession (1),
=X1−X2
qS12
n1+S22
n2
(1)
whe e
X1
and
X2
a e he means o he wo samples, S1 and S2 a e he s anda d de ia ions,
and n1 and n2 a e he sample sizes. I is a s a is ical me hod used o de e mine whe he
he e is a signi ican di e ence be ween he means o wo popula ions o g oups. Jean (2017)
s a ed ha hypo hesis es ing o he di e ence o wo means p o ides a sys ema ic and
objec i e app oach o making in e ences abou popula ion pa ame e s based on sample
da a, helping esea che s d aw conclusions abou he e ec i eness o in e en ions o he
p esence o di e ences be ween g oups. Da a we e explo ed and analyzed using he IBM
SPSS so wa e .27.
Da a we e collec ed om SMEs egis e ed in Po ugal ha implemen ed open inno a-
ion p ac ices wi h ac i i y epo ed o 2021. Open inno a ion could ha e been p ac iced
a bo h he le el o he en i e businesses and as indi idual p ojec s wi hin hose businesses.
In an open inno a ion business, he en i e o ganiza ion adop s p inciples and p ac ices
o open inno a ion ac oss all depa men s, unc ions, and ac i i ies. This means ha he
company ac i ely seeks and inco po a es ex e nal ideas, echnologies, and pa ne ships
in o i s o e all s a egy and ope a ions. Open inno a ion p ojec s, on he o he hand, e e
o speci ic ini ia i es o endea o s wi hin a company whe e open inno a ion p inciples
a e applied. These p ojec s may in ol e collabo a ion wi h ex e nal pa ne s, sha ing o
knowledge and esou ces, and le e aging ex e nal expe ise o achie e speci ic goals o
de elop pa icula p oduc s/se ices. An online su ey was c ea ed and dissemina ed
be ween Oc obe and Decembe 2022. Two esponse eminde s we e sen ou a he end o
No embe and a he end o he second week o Decembe . A o al o 366 esponses we e
ecei ed, bu only 297 esponses we e conside ed alid a e elimina ing null and duplica e
esponses om he same company. Table 2p esen s he e i o ial dis ibu ion o he sample
in Po ugal adop ing he NUTS II amewo k. In o ma ion abou he absolu e equency
(AF), ela i e equency (RF), cumula i e absolu e equency (CAF), and cumula i e ela-
i e equency (CRF) is gi en. NUTS is a hie a chical classi ica ion sys em de eloped by
he Eu opean Union o di iding he e i o y o i s membe s a es and o he coun ies
in o egions. I p o ides a s anda dized amewo k o collec ing and epo ing s a is ical
da a ac oss di e en adminis a i e le els, acili a ing compa abili y and ha moniza ion
o s a is ical in o ma ion o a ious pu poses such as economic analysis, policy planning,
and egional de elopmen . NUTS di ides e i o ies in o h ee hie a chical le els: NUTS
1 egions (majo socioeconomic egions), NUTS 2 egions (basic egions o he applica ion
o egional policies), and NUTS 3 egions (smalle adminis a i e uni s). The In o maDB
da abase was used o ex ac in o ma ion ega ding he loca ion and ac i i y o each com-
pany. In o maDB is a comp ehensi e da abase designed o p o ide de ailed in o ma ion on
SMEs. I se es as a eposi o y o da a encompassing a ious aspec s o SMEs, including
hei inancial pe o mance, ma ke dynamics, ope a ional me ics, and indus y-speci ic
insigh s. Fo s udies conce ning SMEs, In o maDB holds signi ican impo ance due o
se e al easons like i s ele ance o economic de elopmen , employmen gene a ion, and
inno a ion (Cu ado e al. 2022;Picas e al. 2021).
Table 2. Sample cha ac e is ics.
NUTS II AF RF CAF CRF
No h 93 0.3131 93 0.3131
Alga e 21 0.0707 114 0.3838
Cen e 56 0.1886 170 0.5724
Se úbal Peninsula 18 0.0606 188 0.6330
Lisbon Me opoli an A ea 61 0.2054 249 0.8384
Alen ejo 10 0.0337 259 0.8721
Adm. Sci. 2024,14, 50 8 o 17
Table 2. Con .
NUTS II AF RF CAF CRF
Wes and he Tagus Valley 21 0.0707 280 0.9428
Azo es 4 0.0135 284 0.9562
Madei a 13 0.0438 297 1
5. Resul s and Discussion
This s udy i s explo ed whe he we e di e ences in he causes o ailu e be ween he
da a ob ained om he sys ema ic e iew ca ied ou by C icelli e al. (2023) and he da a
ob ained in his s udy om he su ey o SMEs. I was necessa y o s anda dize he scales
o [0–100] o ensu e he da a om bo h s udies we e compa able, and wo new me ics
we e ob ained: he ela i e weigh o he dimension in he sys ema ic e iew (SLR-CF) and
he ela i e weigh o ha dimension in he SME su ey (SME-CF). The indings shown in
Figu e 1answe ed H1 and showed ha
•
The esou ces dimension was he main cause o ailu e o SMEs, while he sys ema ic
e iew iden i ied he knowledge and IP managemen dimension as he main cause.
•
In SMEs, he o ganiza ional s uc u e and o ganiza ional cul u e dimensions we e less
impo an . They we e he wo leas impo an causes.
•
The managemen skill and ac ions dimension was mo e ele an o SMEs, eme ging
as he second mos impo an cause o ailu e.
•
The ela i e impo ance o he causes ela ed o s a egy, in ellec ual p ope y manage-
men , and in e i m collabo a ion we e iden ical in bo h s udies.
Adm. Sci. 2024, 14, x FOR PEER REVIEW 9 o 18
could implemen a mo e lexible and decen alized o ganiza ional s uc u e ha encou -
ages c oss- unc ional collabo a ion and acili a es communica ion ac oss diffe en depa -
men s o eams. This s uc u e allows o g ea e agili y and esponsi eness o ex e nal
oppo uni ies and challenges, enabling SMEs o engage in open inno a ion ini ia i es
mo e effec i ely. Pie e and Fe nandez (2018) sugges ed he c ea ion o dedica ed inno a-
ion uni s o eams wi hin hei o ganiza ion o ocus speci ically on explo ing and pu su-
ing open inno a ion oppo uni ies. These eams can be asked wi h scou ing o ex e nal
pa ne s, moni o ing indus y ends, and managing collabo a i e p ojec s, he eby
s eamlining he inno a ion p ocess, and ensu ing ha i ecei es he necessa y a en ion
and esou ces. In e ms o o ganiza ional cul u e, SMEs can cul i a e a mo e open and
inclusi e en i onmen ha alues c ea i i y, expe imen a ion, and isk aking. This in-
ol es os e ing a cul u e o us and anspa ency whe e employees eel empowe ed o
sha e ideas, challenge he s a us quo, and collabo a e wi h ex e nal pa ne s. I eme ged
ha implemen ing idea sha ing and collabo a ion in SMEs was o en easie han in la ge
o ganiza ions due o se e al key ac o s. Fi s ly, SMEs ypically ha e ewe laye s o hie -
a chy and less bu eauc a ic ed ape, which acili a e as e decision making and commu-
nica ion. This agili y allows ideas o be sha ed mo e eely and ac ed upon p omp ly,
wi hou being bogged down by ex ensi e app o al p ocesses o depa men al silos. Sec-
ondly, he smalle size o SMEs os e s a mo e close-kni and cohesi e wo k en i onmen .
Employees o en ha e di ec access o managemen and eel mo e com o able oicing
hei opinions and con ibu ing ideas. This accessibili y encou ages a cul u e o openness
and inno a ion, as ecognized by Ruman i e al. (2023), whe e e e yone’s inpu is alued
and conside ed.
Figu e 1. Compa a i e analysis o he causes o ailu e in open inno a ion.
Figu e 1. Compa a i e analysis o he causes o ailu e in open inno a ion.
Adm. Sci. 2024,14, 50 15 o 17
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