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Open innovation can introduce new ways of organizing the innovation process within companies, but these new activities and processes naturally require some time to mature and work effectively. Continuous improvement of capacities and results is therefore required (Teece et al., 1997; Winter, 2003). The basic aim of this research was to develop, in collaboration with 15 companies, an open innovation maturity framework to measure and benchmark excellence in open innovation. The open innovation maturity framework that was developed combines metrics in several areas of open innovation to illustrate the expertise of that organization. It can reveal organizational excellence as well as areas of improvement in order to reach the next level of maturity.

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Alliances have become commonplace. This has led to a considerable number of academic and professional publications on alliances and, more recently, on the dynamics of cooperation. However, the body of knowledge on the dynamics of cooperation developed so far is characterized by fragmentation, lack of coherence and non-comparable research output. There is no consensus on paradigmatic beliefs, which hampers theoretical progress. As a result, there is what we call an academic gap. Moreover, the literature on the dynamics of cooperation often studies research questions that are irrelevant to managers' needs. As a consequence, there is also a managerial relevance gap. The emergence of these two gaps is primarily due to the choice of assumptions, the emphasis on originality, and the use of a variety of methodological approaches. Nevertheless, we believe it is still possible to reverse the trend and make the literature on the dynamics of cooperation more relevant.

This study investigates the effects of the use of social media in inbound open innovation on capabilities for absorptive capacity of companies. Seven explorative case studies were conducted in an R&D and business context of two large global high-tech companies. The results suggest that if the necessary conditions are met, social media usage increases the transparent, moderational and multi-directional interactions that in turn influence four capabilities for absorptive capacity: connectedness, socialization tactics, cross-functionality and receptivity, a hitherto overlooked capability. Hence, we observe that social media are boundary-spanning tools that can be used to build and increase companies' absorptive capacity.

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