Abstract
Disruptions often call for rapid innovation at scale. Open innovation (OI) is critical in such contexts because it allows organizations to access resources beyond the firm’s boundaries. Yet, many OI projects fail, posing significant risks during disruptions. This article examines 12 ventilator development projects during the COVID-19 pandemic, of which only seven succeeded. Fifty-five interviews were analyzed to understand how organizational roles influence the outcomes of OI projects in times of disruption. The key finding is that projects that succeeded involved an organizational role largely absent in those that failed: namely, a catalyst.
Get full access to this article
View all access options for this article.