The aim of my research is to help companies to establish and manage corporate innovation communities successfully to become more innovative. The framework offered in this dissertation suggests that community management is complex and calls for actions on operational as well as executive levels. Related to that, community management is not the task of a single position, but needs to be accomplished jointly by employees of different departments and hierarchical levels. Three groups of stakeholders are particularly important for successful community management: (1) The technology and innovation management department that is responsible for the operational management of community work, which includes aspects such as task formulation, provision of workshop facilities, and online community platforms; (2) the HR department, which supports the technology and innovation management department in many ways, for instance in the recruiting of desired community members; and (3) the board of management, which shapes the environment in which the corporate innovation community works, for instance with regard to corporate culture. In consequence, managerial implications discussed in this chapter address these three groups of corporate innovation community managers.
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