This research explores how small and medium-sized enterprises (SMEs) manage external
stakeholders during open innovation (OI) processes. To date, extensive literature has explored
OI within large organisations, however, there is limited understanding of how SMEs can
strategically manage stakeholders during different stages of OI ...
This research explores how small and medium-sized enterprises (SMEs) manage external
stakeholders during open innovation (OI) processes. To date, extensive literature has explored
OI within large organisations, however, there is limited understanding of how SMEs can
strategically manage stakeholders during different stages of OI projects. Using a multigrounded theory approach, 11 cases of SME OI projects were analysed across four regions
within Europe. The findings reveal a wide range of primary and secondary stakeholders with
varying levels of power and dependency were leveraged across the different stages of the OI
projects. A model is presented which advances knowledge on how to map, analyse and manage
stakeholders strategically in a SME-OI context. Our research helps advance theory on SMEOI stakeholder management processes and reveals appropriate stakeholder management
strategies, which will assist SME managers in alleviating the SME-OI paradox.