A mapping for managers: open innovation for R&D intensive SMEs in the life sciences sector

Purpose - The purpose of this paper is to examine what strategies the CEOs of research and development (R&D) intensive small/medium enterprises (SMEs) in the life sciences sector carry out in regard to open innovation (OI), as R&D costs continue to rise, placing pressure on innovation managers. Design/methodology/approach - A qualitative study was carried out, consisting of 30 semi-structured interviews with CEOs of small R&D intensive SMEs in the life sciences sector. The authors analysed the key factors identified by the CEOs in relation to their OI strategies. Findings - SMEs adopt a range of OI strategies and collaborations, subject to certain conditions. A multilevel mapping developed from the analysis connects actors to the wider domain, setting the outcomes of the research in context. Research limitations/implications - This qualitative study provides detailed understandings that could provide the basis for a wider quantitative study that would provide greater coverage of the sector, thus reinforcing the outcomes. Practical implications - The study will be relevant to practising CEOs who are considering the range of options offered by OI. Originality/value - While large firms are adopting OI strategies, less is known about the OI strategies developed in SMEs. The study addresses that gap. The life sciences context is also novel.