Managing open innovation projects: an evidence-based framework for SMEs and large companies cooperation

Purpose – How can joint open innovation (OI) projects between small and medium-sized enterprises (SMEs) and large companies (LCs) be effectively managed? This study aims to try to answer this research question with a focus on the critical success factors (CSFs) of such cooperation. Design/methodology/approach – Based on 40 semi-structured interviews with Italian SMEs and LCs engaged in various industries, 20 open OI projects involving SMEs and LCs are investigated using a reflexive thematic analysis, a methodology involving both deductive and inductive approaches. Findings – Fifteen CSFs grouped into seven categories emerge from the analysis of joint OI projects between SMEs and LCs. Among them, shared leadership, dynamic decision-making and priority setting emerge as essential elements at the basis of the proposed SMEs–LCs cooperation in joint OI projects that were not sufficiently addressed by prior studies. Originality/value – To the best of the authors’ knowledge, this study is the first to provide an evidence- based framework for managing joint OI projects between SMEs and LCs. Relatedly, this study links the practices and most recurring CSFs that facilitate such cooperation. Keywords Decision-making, Open innovation, Critical success factors, Small and medium-sized enterprises, Strategic flexibility, Large companies, Knowledge and innovation management, Project management