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1. Introduction
Creating knowledge became the key driver of economies in 1990 when Nonaka (1990) and Nonaka and Konnon (1995) started to talk about this phenomenon. This emerged in the era of knowledge where new-born companies were mostly knowledge intensive (Del Giudice, 2008). Initially, knowledge creation was explained through the socialization, externalization, combination, interiorization (SECI) model (Nonaka and Takeuchi, 1996), which was a clear description of how the knowledge moves from being tacit to explicit and so in the end to generate new knowledge that is a new tacit knowledge. Previously, Polanyi (1966) highlighted the need for a deep exploration of tacit knowledge that was and is still considered the primary element of a competitive advantage for a company in addition to the involvement of intellectual capital (Ramadan et al., 2017; Bamel et al., 2020). In fact, Drucker (1993) converted such knowledge flow (ref SECI model) into knowledge management to better explain how knowledge creation works within a company and how this intangible asset became relevant in creating new knowledge and enhancing the existing and internal knowledge (Gaviria-Marin et al., 2018; Hussinki et al., 2017). The philosophy of a shared place or ba-sho has arisen to explain the process of knowledge creation by knowledge sharing (Nonaka et al., 2000; Pérez‐Bustamante,1999; Choo and de Alvarenga Neto, 2010). With the far-reaching spread of new advanced technologies in the digital transformation period, the process of creating and sharing knowledge goes beyond organizational walls and its development occurs in a cross-organizational space. Chesbrough (2003) describes such a process as an open innovation (OI) model, inducing the need for management activities. Nonaka and Konno (2012) started to talk about innovation management that is considered the process of knowledge creation and value.
Nowadays, it would be possible to argue that OI has become a widely used innovation management practice of the corporate community across the globe. A recent executive survey, involving numerous chief executive officer working in various industrial sectors and located in different countries, found that OI is broadly practiced in about 80% of responding firms (Brunswicker and Chesbrough, 2018). Despite the growing interest in OI, there are still many theoretical and practical gaps in this area. One of the most pressing of these issues...