What capabilities and underlying processes enable stakeholder co-creation in the context of environmental open innovation? (Research question 1)

Taking a capability perspective on environmental innovation, the findings show that five stakeholder co-creation capabilities play an important role in enabling the development of radical EOI. These are

Networking Capability, External Engagement Capability, Internal Engagement Capability, Value-Framing Capability, and Systemised Learning Capability. When investigating these

capabilities the role of meaning and the human element (motivations, values, beliefs) emerged from the findings and were found to play a crucial role in enhancing these capabilities. The following paragraphs aim to show when these capabilities play a role and how by explaining its underlying microfoundations.

Given the complex, uncertain, and dynamic nature of radical EOI, Competence Mapping (the ability to create an explicit overview of the competencies of external entities) was not found to be relevant and is thus excluded from the final framework.

In regards to the phases of the framework, the findings indicate that Networking Capability is not only important in the front-end innovation stage as suggested by Kazardi et al. (2016), but rather throughout the entire project. As new challenges arise, new technologies and new partners need to be attracted, engaged and selected. In the development phase (or during the project), all identified capabilities play an important role, which will be elaborated further below. In contrast to previous literature, which only includes Systemised Learning in the post-innovation phase (Watson et al., 2018), this study shows that experiences and decisions regarding engagement should be continuously reflected upon in order to embed learnings as the innovation network grows. Due to the long time-horizon of EOI projects, the Systemised Learning Capability is arguably not only relevant after the innovation is developed, but also during the process of development. Researchers (e.g., Watson et al., 2018) have called for an in-depth analysis of the underlying microfoundations (processes, structures, elements) of these co-creation capabilities in the context of environmental innovation. Therefore, the following section will illustrate how the microfoundations found in this study contribute to and complement the existing literature, thus making the abstract capabilities more tangible.

Networking Capability

As previous research has stated, engaging in networking opportunities (e.g. conferences, industry

roundtables), as well as openly communicating about partner selection criteria and required

competences, are seen as valuable microfoundations (Kazardi et al., 2016). This can also be confirmed

by the underlying study. However, this study further enriches the understanding of the the Networking

Capability by identifying new microfoundations and the role of the human and meaning element within these.

It is found that the Networking Capability is central in the context of radical environmental innovation and should involve top-management (CEO) or board-representatives. Moreover, as seen in the Green Fibre Bottle project, one of the main successfactors is “going public” with the innovation at an early development stage. This is intended to draw attention to the project, which will ultimately increase the chance of attracting more and better-suited partners.

The ability to attract external actors can be enhanced by placing emphasis on the meaning aspects of innovation projects, which is seen driving individual motivations (human element). The communication of a clear and compelling project vision, sustainability ambition, and a higher purpose motivates professionals to participate beyond economic considerations, as their personal values and beliefs align with the project. This paper defines the higher purpose as the positive impact that can be achieved through realising the innovation. In contrast to the brand purpose, which lives on an organisational level, the higher purpose lives within the innovation network (Draper, 2013; Ollila & Yström, 2016).

Another theme that emerged was the selection of partners, which should not only be based on complementary resources (technology, knowledge), but also on matching mindsets, sustainability strategies and cultures. The latter can be related to the match of value-frames and corporate identities (see section 2.3.5) The selection of partners based on matching value-frames can prove as a valuable strategy when extending the network in order to ensure a synergetic and successful collaboration.

External Engagement Capability

As derived from the literature, the capability for external engagement focuses on the management of the external innovation network by maintaining the various partner relationships (Watson et al., 2018).

This study confirms the need for achieving alignment by setting a shared vision and sustainability

ambition which further guides the collaboration. Moreover, previously identified microfoundations,

such as the facilitation of ongoing and direct communication, and the creation of trust within the

network (Behnam et al., 2018; Watson et al., 2018), were also considered as important elements in this

study. Trust in particular, can not only be established via legal contracts (e.g. right of first-refusal), but

also via the open access to partner facilities and the interpersonal relationships between key actors of

different organisations.

Moreover, this study contributes by enriching the External Engagement Capability with microfoundations such as sharing individual challenges in regular (informal) meetings as well as sharing past experiences and failures upon the entrance of new innovation partners.

Furthermore, the formal creation of a pioneering community, which is centered around meaning (i.e.

the higher purpose; making a positive impact), motivates and drives individual participants (human element). Through this motivation the inter-organisational collaboration is fostered and functional knowledge flows are enabled. Therefore, it is a valuable strategy to center the collaboration around meaning. The human element can further be seen as manifesting in visionary project champions from each innovation partner. Through their shared beliefs, visions and values they build and drive a close-knit collaboration and thus enhance the External Engagement Capability of the key actors.

Value-Framing Capability

Although previous studies view value-framing as crucial, both internally and externally, (Watson et al., 2018), the findings of this study indicate that it is more relevant in the external context of aligning diverse innovation partners. Therefore, it is seen more closely related to the External Engagement Capability, at least in the context of EOI. As previous studies have shown, value-framing microfoundations include the creation of time and space for open and honest dialogue that make it possible to acknowledge and reflect on the differences (goals, values, interests, structures) between the various innovation partners (Watson et al., 2018). These value-frames are essentially characterised by what the respective partners value and seek within the collaboration. Examples in the context of EOI can be environmentally-centered, product-centered, technology-centered, and economic-centered value-frames that need to be aligned in order to enable synergetic knowledge flows (Le Ber & Branzei, 2010). This study identifies several strategies to overcome and align diverse value-frames.

Firstly, it is important to truly understand your partner not only on an organisational level (corporate

identity), but also on a personal level (professional identity). Therefore, the value-framing process should start with getting a deep understanding of not only the organisations (their identity), but also the individual people and their professional identities (motivations, beliefs). As mentioned by one of the interviewees, it is essential to understand the motives and values of key participants from each partner before alignment can take place. Thus, the consideration of individual drivers (human element) is seen as an important factor within the value-framing capability.

Secondly, it is important to include top-management in the aligning processes as high-level alignment

requires high-level attendance. Therefore, alignment meetings should involve respective CEOs,

sustainability, and innovation team members. In these meetings expectations of each partner should be openly discussed. Additionally, creating a steering committee for the innovation network which focuses on the alignment, is a valuable structure to enhance the value-frame capability.

Thirdly,

the creation of a

higher purpose that goes beyond individual agendas and goals, enables

diverse companies to work collaboratively within the network. In other words, it enables companies to work together through the meaning and motivation it sparks within different key actors. The higher purpose should be created and inspired by the initial members of the innovation network and managed from one central point within the community.

Fourthly, concrete actions to unite value-frames would be to implement presentations and discussions

about the expectations of each individual partner. Furthermore, in the case of the Green Fibre Bottle, these aligning discussions led to jointly defining KPIs for the technical development.

Lastly, it must be taken into account that the value-frame of the most influential actor has a tendency

to be more dominant and therefore more uncompromising in adapting to others.

Internal Engagement Capability

The literature on Internal Engagement Capability reports a number of microfoundations that facilitate environmental innovation. Among these are, (1) creating space and time for employees to share their environmental ideas, (2) establishing communications routines to share environmental information with the entire organisation, (3) selecting the relevant internal partners to collaborate on environmental innovation, and (4) empowering employees for enhanced commitment to and engagement in the radical environmental innovation project (Watson et al., 2018; Behnam et al., 2018). This study contributes to these microfoundations by further elaborating on how enhanced internal commitment to radical environmental innovation can be created. Firstly, internal support starts with selecting passionate and dedicated project champions who advocate the project and engage all employees around the innovation.

These engagement initiatives can range from displaying a prototype of the innovation in a central office

location, to hosting events around the radical innovation. Essentially, a radical environmental

innovation flagship project (such as the Green Fibre Bottle project) makes employees feel part of

something greater and enhances their professional identities by making them part of a

“ground-breaking” project that pushes industry boundaries. Again, this can be seen as related to the human

element within the capability perspective. Through the meaning the innovation provides, employees

Systemised Learning Capability

Previous research, in regard to Systemised Learning, include the (1) process of gathering experiences from individuals from previous innovation projects, (2) reflecting and embedding these learnings across the organisation and within future external stakeholder relationships, and (3) developing online-resources such as case studies and best practices (Watson et al., 2018). Arguably these Systemised Learning processes indicate that the reflection and learning happens after an innovation project.

However, this study found that especially in the context of radical EOI projects, which may take several years if not decades, reflection happens continuously and is especially sparked by the entrance of new partners. As seen in the case of the Green Fibre Bottle project, partners learned from their initial collaboration and found that similar CSR, mindsets and visions enable a better collaboration. Therefore, when scouting new partners, these learnings were embedded in the partner selection

9.2 What part does the corporate brand identity of the centrally acting firm play in

In document Managing Open Innovation in the Presence of Grand Environmental Challenges: (Sider 104-108)