**Acknowledgements**

**3.6. Open organization**

84 Globalization

In an "open organization," its members respond to changes in the external environment and establish relationships with the community and other organizations through operational

In fact, companies need to overcome the natural tendency to focus on their internal environment and open themselves to the market (i.e., their external environment) [27]. It should be noted that the origin of innovation lies in the ability of individuals to discover new innovative businesses [28] that do not necessarily have to be found within the boundaries of the organization. To this end, managers must continually monitor and respond to changes in the environment (i.e., at the level of consumers, suppliers, business partners, and competitors) and ensure participation in the capital of innovative companies. Put another way, "market orientation" understood as a sense of organizational action directed at the consumer through the value that is provided to it—is a key requirement of successful innovation. Therefore, market orientation is an antecedent component of innovation and, consequently, distinguishes the company's ability to innovate, that is, to successfully introduce new products or services in the market.

Market monitoring translates direct contact with consumers, which favors research, targeted production, and marketing activities. In addition to considering the sources of innovative ideas, the organization should also consider how innovation is funded, created and led to the market. In this step, the consolidation of the organizational innovation process derives both from internal R&D budgets and from external financial sources such as venture capital, angel

In this way, innovation gains value outside organizational boundaries. This means that the external orientation followed by the companies is (i) agglutinative of new knowledge (e.g., technical contributions from suppliers and customers to be incorporated in the development of new products) and (ii) technological updating human resources, which are the "keys" of innovation. In conclusion, the culture of support for corporate entrepreneurship lies in the coexistence of internal and external factors that stimulate innovation throughout the company's value chain. Sharing the value chain of the organization with its suppliers, distributors, and customers configures an operational permeability of its boundaries called, in the terminology of

Utterback [29] states that the successful companies are usually efficient to respond to evolu-

The breakdown of technological, geographic, and political barriers has made competition at the local level in a global market. This new reality constantly questions the survival of companies by inducing the acquisition and creation of new organizational skills. In this context, it is important to develop a culture of innovation, which induces the flowering of innovation within the organization. That is, the formation of the culture of innovation is after the exis-

investors, business angels, and state entities that promote R&D.

Chesbrough, "open innovation" [27].

tionary changes in their markets.

tence of innovation within the enterprise.

**4. Conclusions**

modalities such as cooperation, networking, and interorganizational research.

This work was partially supported by the Polytechnic Institute of Lisbon through the Projects for Research, Development, Innovation and Artistic Creation (RDI&AC), within the framework of the project ARPIPME—Evaluation of the risk of innovation processes in small and medium enterprises, IPL/2017/ARPIPME/ISCAL. And, it was also partially supported by FCT, through IDMEC, under LAETA, project UID/EMS/50022/2013.
