Using IT to support business innovation: a case study of the London Insurance Market
Scandinavian Journal of Information Systems
A set of principles for conducting and evaluating interpretive field studies in information systems
MIS Quarterly - Special issue on intensive research in information systems
Interpreting Information Systems in Organizations
Interpreting Information Systems in Organizations
Information Systems Research
A research manifesto for services science
Communications of the ACM - Services science
Communications of the ACM - Services science
Intelligent prognostics tools and e-maintenance
Computers in Industry - Special issue: E-maintenance
Development of an e-maintenance system integrating advanced techniques
Computers in Industry - Special issue: E-maintenance
The embedded panopticon: visibility issues of remote diagnostics surveillance
Scandinavian Journal of Information Systems
Brokerage, Boundary Spanning, and Leadership in Open Innovation Communities
Organization Science
Leveraging Knowledge Across Geographic Boundaries
Organization Science
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This paper examines the contextual factors that influenced an open innovation project failure. To this end the paper adds to the discussion on open innovation in non high-tech settings and highlights the importance of contextual factors as determinants of success or failure within the open innovation paradigm. It is based on a case study performed at PowerDrive, a manufacturer of hydraulic drive systems, and three of its customers, and follows their attempt to co-create new value-adding services through the innovative use of information technology in the form of a remote monitoring system. The study shows that open innovation project success cannot be measured only in terms of coherence with set targets of quality, time, and costs, but also has to include the creation of mutual value and the development of trust and strong inter-organizational relationships. Furthermore, the role and character of information technology has to be considered and accounted for and the social context made explicit. By managing the value creation process, the value proposal stands a better chance of indeed providing value.