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1、MANAGINGOPENINNOVATION273ManagingOpenInnovation:ExploringChallengesattheInterfacesofanOpenInnovationArenacaim_616273..283SusanneOllilaandMariaElmquistCollaboratingwithpeerstogainaccesstoknowledgeisanattractivealternativefororganiza-tionskeentoimprovetheirinnovativeness,andtherisingp
2、opularityofopeninnovationhasresultedintheemergenceofnewactorsintheinnovationprocess.Previousresearchfocusesmainlyonthefirmsthatcollaboratewiththeseactors.Thispaperadoptstheperspectiveofanopeninnovationactorandthemanagerialchallengesinvolved.ItisbasedonacasestudyofSAFER,aSwedishtraffic
3、andvehiclesafetyresearchunitwith22collaboratingpartners.Theunit,whichisherecalledanopeninnovationarena,differsfromanintermediaryinthatitbothenablesopeninnovationwithinaspecificfieldofexpertiseandenvisagesitselfasakeyplayerinthatsamefield.Thecasestudyrevealsthreetypesofchallengesforthem
4、anagementofanopeninnovationarena:challengesthatariseattheinterfacewithpartnerorganizations,challengesrelatedtocollaborationbetweenthepartners,andchallengesrelatedtothearenaitself.Introductionforinstance,howthefirmmightbenefitfromopeninnovation.Anexamplehereisthethreehispaperinvestigat
5、esthemanagementofopeninnovationprocessdirectionsdescribedTopeninnovationinanarenainwhichbyEnkel,GassmannandChesbrough(2009),complementaryandcompetingorganizationsinastudyofhowthefocalfirmcanexploitcollaborate.Theconceptofopeninnovationideasbyutilizingexternalparties.proposedbyChesbro
6、ugh(2003a,2003b)hasResearchonopeninnovationfocusesongrowninpopularitywithinacademiaandnewactors,suchasinnovationintermediariesamongmanagersandbusinesspractitioners,(Chesbrough,2006)thatprovideanopenraisingquestionsabouthowopeninnovationmarketplaceforideas,talentandtechnolo-shouldbem
7、anaged.Accordingtovariouslit-gies.Innovationintermediariesarevariouslyeraturereviews(Elmquist,Fredberg&Ollila,describedintheliteratureasbridgers(Bessant2009;Giannopoulou,2009;Eklöf,2010),there&Rush,1995;McEvily&Zaheer,1999),brokersaresomeempiricalinquiriesofopeninnova-(Hargadon&Sutt
8、on,1997;Provan&Huma
