01788nas a2200193   4500008004100000022001400041245010000055210006900155260004200224300001000266490000600276520116100282653003201443653003101475653002001506653000901526100002301535856003601558       2013                        eng d  a1927-032100aOpen Innovation at the Root of Entrepreneurial Strategy: A Case from the Norwegian Oil Industry0 aOpen Innovation at the Root of Entrepreneurial Strategy A Case f  aOttawabTalent First Networkc04/2013  a17-220 v33 aThis article aims to extend the discussion about entrepreneurial strategies of small and medium-sized enterprises (SMEs) by including the concept of open innovation. How can SMEs overcome the challenges of resource scarcity and harsh competition? How they can gain competitive advantage in today’s ever-changing business environment? The answer to both of these questions might be through open innovation: collaborating with researchers, customers, suppliers – even competitors – as well as research institutions and universities. 

A common barrier to open innovation in an SME is the perception that it will be too time consuming to gain access to a knowledge base of external knowledge providers and link to “gatekeepers” of knowledge. However, an entrepreneurial mindset might help SMEs to move toward an open-innovation approach, where more codified and transferrable knowledge are important. This article discusses the implications of an entrepreneurial focus for open-innovation activities. The usefulness of the open-innovation principles are highlighted through a case study of an Norwegian SME operating in the maritime-oil industry. 10aentrepreneurial orientation10aentrepreneurial strategies10aOpen innovation10aSMEs1 aIakovleva, Tatiana  uhttp://timreview.ca/article/675