Presenting a Pattern of Transition to Open Services Innovation by Using "Networking" Managerial Lever Case study: A Service Company in Helicopter Industry

Open innovation approach, which has been replaced with a closed innovation in recent decades, is built on a new knowledge vision and has a different view to the origins and application of ideas. Most Organizations and Companies in transition to open innovation are function of environment and they have followed this change in unscheduled. Consequently existing researches are based on this lack of planning and have results for product-based companies and not service-based companies. In our research in order to implement the planned change and the transition to open innovation, we've developed a matrix model that made from a four-step process of change (Columns: Needfulness of Change, Planning for change, Implementing of Change, Institutionalizing and Evaluating) and one managerial lever (Row: Networking) and then the company's status in this model is evaluated with statistical tests. At the end of this research we found the company has more favorable situation in the first step of this process and the research hypothesis was rejected. One of important result of this study is developing 15 principles of transition to open innovation in this company which can apply to similar companies.