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University of Vaasa - Vaasan yliopisto

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319<br />

expressive than an instrumental function, because these proceedings generate the<br />

current security <strong>of</strong> action patterns with no guarantee for success (Luhmann 1989).<br />

Therefore, interactive processes also use this paradox: Making sustainable decisions<br />

means firstly to retard decisions and to generate uncertainty in order to cause a<br />

current security <strong>of</strong> action patterns. During this phase <strong>of</strong> insecurity in the context <strong>of</strong><br />

communication, it is secondly possible to attain the assurance <strong>of</strong> the dimension <strong>of</strong><br />

future uncertainty.<br />

Conceptual Framework and Methodology in View <strong>of</strong><br />

Theoretical Background<br />

Although some firms have used OIM successfully for years, it is hard to find ongoing<br />

processes in practice, such as dialogues in which products, strategies or productrelated<br />

environmental and social criteria are discussed (Foster & Green 2000; Hansen<br />

& Raabe 1991). First, it is <strong>of</strong> interest how the company-related factors (see figure 2)<br />

have an influence on the companies’ use <strong>of</strong> open innovation methods. Moreover, it is<br />

<strong>of</strong> interest how OIM have an influence on sustainability or CR activities. In other<br />

words: Innovation can change the world, but do OIM really lead to more<br />

sustainability or CR? Are interactive innovations better CR innovations? Answering<br />

these questions and identifying relevant aspects <strong>of</strong> innovation methods, the following<br />

conceptual framework was developed (Figure<br />

2).<br />

Factors concerning open<br />

innovation (methods)<br />

• main aims and functions<br />

• user groups<br />

• phases in the innovation process<br />

• level <strong>of</strong> integration and interaction<br />

• costs<br />

Figure 2. Analytical framework<br />

Source: Own illustration<br />

Company-related factors<br />

• sustainable values & norms in<br />

management and organisational<br />

members’ activities<br />

• knowledge transfer<br />

• stakeholder demands<br />

• competition<br />

Contribution to Sustainable Development and CR<br />

sustainable innovation<br />

responsible leadership<br />

corporate sustainability management<br />

The fundamental assumption to be proved is if OIM enable companies to find better<br />

sustainable or CR solutions. The goal <strong>of</strong> this empirical research is to study the use <strong>of</strong><br />

OIM and the factors strengthening sustainable and CR change. Based on the

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