{'fraction_non_alphanumeric': 0.011627906976744186, 'fraction_numerical': 0.0, 'mean_word_length': 5.251396648044692, 'pattern_counts': {'":': 0, '<': 0, '<?xml version=': 0, '>': 0, 'https://': 0, 'lorem ipsum': 0, 'www.': 0, 'xml': 0}, 'pii_count': 0, 'substrings_counts': 0, 'word_list_counts': {'cursed_substrings.json': 0, 'profanity_word_list.json': 0, 'sexual_word_list.json': 0, 'zh_pornsignals.json': 0}}
Practising Open Innovation in the Mobile Industry

Open Innovation practices offer firms the possibilities of co-operating with final users in order to offer products and services that can better match consumers� needs. In the present chapter we describe an emergent strategy followed by Ericsson to confront new market scenarios in the mobile industry. 
 
By means of a recent innovation initiative conducted by this multinational, the role played by external 
lead users in knowledge creation is discussed along with the implications that involving external users 
into value co-creation have in Ericsson's approach to innovation and development. Prior research has 
discussed the process of attracting, motivating and organizing external user communities that donate 
complementary goods and services. This chapter examines how Ericsson conceived, created and organized 
a community to support the development of mobile services and applications for its commercial 
platform to provision mobile services. 
This chapter also reports on open innovation as a coherent practice in highly dynamic technological 
markets.