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Systematic Review Creative Commons Attribution License 1. Introduction The last decades have challenged several firms to adopt new innovation models (Sikimic et al., 2016; Slater et al., 2014; Von Hippel, 1986). These challenges arise from companies in different parts of the world simultaneously searching for markets and new ways of organizing innovation; this creates opportunities to access new technologies, and novel supply possibilities and partnerships, not only with local companies, but also with firms in other countries. In this scenario, the Open Innovation (OI) concept as proposed by Chesbrough (2003) has been highlighted by practitioners and researchers (e.g., Laursen & Salter, 2006; Randhawa et al., 2016; Rubera et al., 2016) because of its potential to intensify the flow of internal and external knowledge in order to improve the innovation process. Due to recent changes in the business environment, reflected in the increasing speed of technological changes and shortened life cycle of products, it is difficult for companies to ensure their competitiveness through the unique and exclusive internal development of new technologies (D'Ambrosio et al., 2017). Therefore, many companies are developing more open ways to innovate what is also known as OI: a model in which companies more intensively use ideas and technologies developed inside and outside their borders in the innovation process (Chesbrough, 2012; Bogers et al., 2017). Furthermore, OI also tends to provide new sources of revenue for firms through actions such as inclusion in new markets and the prospects of spin-offs and trading licenses. These

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