The human side of open innovation implementation

Abstract

This master thesis is about the management of open innovation implementation at the human level. On the one hand, we have open innovation and on the other hand, we have the change management field that analyses how to handle changes in an organization. These two fields have not been clearly linked yet, which is the aim of this thesis. Several elements of both fields were successfully linked thanks to these interviews. Employees don't seem to always perceive open innovation as a significant change, but they see it as an adaptive change; they need time to adapt. Whether the change is perceived as significant or not doesn't prevent resistance; 6 different types of resistance have been found through the interviews, namely: the NIH syndrome, incomprehension, IP leaking fear, fear of loosing its job, company alignment, and gap management. Management should deal with these resistances step-by-step, as employees need time to adapt. It should communicate as much as possible, trying to understand their fear, and involve them in the change process. A good way to help them further is to show them the positive results of open innovation. An internal change agent also has the power to influence the resistants.