This case study explores the origins of Nokia’s decline in the mobile technology market, as an unsuccessful attempt to introduce an open-source strategy into the business. Nokia created a hybrid model, which codified conflicting principles taken from closed and open mode of collaboration. A series of implementation problems resulted in Nokia struggling to attract open-source partners, growing issues with managing in-house staff and ultimately failing to develop a new mobile operating system fast enough to stay competitive.
|Journal||International Journal of Entrepreneurship and Innovation|
|Early online date||21 Nov 2017|
|Publication status||Published - 1 Aug 2018|