TY - JOUR

T1 - Sustainable open innovation to address a grand challenge

T2 - Lessons from Carlsberg and the Green Fiber Bottle

AU - Bogers, Marcel

AU - Chesbrough, Henry

AU - Strand, Robert

PY - 2020

Y1 - 2020

N2 - Purpose This paper describes the case of how the Danish beer manufacturer, Carlsberg, developed the Green Fiber Bottle as part of its sustainability program through an open innovation approach in collaboration with complementary partners. It thereby illustrates how a grand challenge associated with sustainability can be effectively addressed through open innovation and reveals the opportunities and challenges that emerge in that context. Design/methodology/approach The paper summarizes some key elements of the case and, in particular, discusses some of the lessons learned, which can be further explored in future research, practice, and policy. Findings The case suggests a number of key issues that are relevant when attempting to address grand challenges, in general, and sustainability in the food and beverage (F&B) industry, in particular, namely: leveraging open innovation in the face of sustainability as a grand challenge; sustainability beyond a solid business case; opportunities and challenges in the face of new business models; the importance of early wins for addressing societal challenges for signals and scaling; and the importance of the Nordic context and long-term vision. Originality/value The case describes a recent (and to some extent still ongoing) initiative of how a particular F&B company has explored new approaches to developing its sustainability program. Therefore, it highlights some of the unique characteristics of this case. This paper also lays the groundwork for the establishment of "Sustainable Open Innovation" as a domain in its own right.

AB - Purpose This paper describes the case of how the Danish beer manufacturer, Carlsberg, developed the Green Fiber Bottle as part of its sustainability program through an open innovation approach in collaboration with complementary partners. It thereby illustrates how a grand challenge associated with sustainability can be effectively addressed through open innovation and reveals the opportunities and challenges that emerge in that context. Design/methodology/approach The paper summarizes some key elements of the case and, in particular, discusses some of the lessons learned, which can be further explored in future research, practice, and policy. Findings The case suggests a number of key issues that are relevant when attempting to address grand challenges, in general, and sustainability in the food and beverage (F&B) industry, in particular, namely: leveraging open innovation in the face of sustainability as a grand challenge; sustainability beyond a solid business case; opportunities and challenges in the face of new business models; the importance of early wins for addressing societal challenges for signals and scaling; and the importance of the Nordic context and long-term vision. Originality/value The case describes a recent (and to some extent still ongoing) initiative of how a particular F&B company has explored new approaches to developing its sustainability program. Therefore, it highlights some of the unique characteristics of this case. This paper also lays the groundwork for the establishment of "Sustainable Open Innovation" as a domain in its own right.

KW - Open innovation

KW - Sustainable development

KW - Management

KW - Food and beverage industry

KW - SDGs

KW - Grand challenges

KW - BUSINESS MODEL INNOVATION

KW - HUMAN SIDE

KW - FOOD

KW - MANAGEMENT

U2 - 10.1108/BFJ-07-2019-0534

DO - 10.1108/BFJ-07-2019-0534

M3 - Journal article

VL - 122

SP - 1505

EP - 1517

JO - British Food Journal

JF - British Food Journal

SN - 0007-070X

IS - 5

ER -