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Open innovation networks are collaborative partnerships in which various organisations pool their expertise with the aim of jointly creating knowledge to tackle complex societal issues. Michiel Besters, Director of Engagement and Research Services (ERS) at EUR, explains why the EUR is specifically focusing on long-term partnerships within OINs.

Ecosystems, innovation hubs, triple helix partnerships: when does a partnership qualify as an OIN? 

Besters explains that OINs must meet several criteria. “It is true that there are various concepts that align with what we have in mind for open innovation networks. An open innovation network is, first and foremost, a network comprising various partners, and its aim is to acquire knowledge for new solutions to societal challenges. A very important and exciting point is that, as a university, we are entering into a hierarchy-free network alongside other parties. We will develop knowledge together in response to societal questions. Combining perspectives enables us to respond more effectively to the questions raised by our partners. As a university, we therefore do not direct or control the network, nor how it evolves.”

What is EUR’s current focus? 

According to Besters, the EUR intends to focus on two themes in 2026: the resilient society and the future-proof port. He emphasises that these two themes find themselves at different stages of development. “When it comes to the future-proof port, we already have a network infrastructure in place with initiatives such as  (Convergence), SmartPort and Erasmus UPT. On the theme of a resilient society, however, the process is still in its early stages, even though several academics are working on it. We first need to define, together with our external partners, what a resilient society actually means to us. Based on that, we at EUR can develop our proposal. We will then work with other stakeholders to see how we can agree on a shared agenda. In addition to these two priority themes, we are continuing our work on AI and digitalisation and healthcare. A great deal is already happening in these domains. Through the approach of open innovation networks, we aim to better connect the various initiatives and projects.”

OINs are listed as one of the priorities in EUR’s Strategy 2030. Can you tell us why?

“In our previous strategic plan, creating a positive social impact was very clearly placed on the agenda. The EUR aims to embed this more firmly in teaching and research through open innovation networks”, Besters replies. He believes we cannot separate open innovation from the other priorities. There is not only a direct link to the priorities of leading education and research, but also to Lifelong Learning (LLL), strategic alliances and the diversification of revenue streams. 

“ is a good example. This is a project run by a consortium of educational institutions and businesses in the Rotterdam region. The Erasmus Centre for Energy Transition plays a key role in this. Through so-called ‘transition arenas’ – a kind of communities – professionals in the port are getting ready for the energy transition. As you can see, these kinds of things all overlap or form part of a single continuum.”

How will the university’s role and responsibilities change because of committing to OINs?

Besters: “You engage in dialogue with external partners, each drawing on their own expertise. By linking that practical knowledge with academic research, co-creation emerges. This differs from the more transactional approach of ‘we provide research’ or ‘an external party commissions research’. It is more about how, as a university, you can jointly draw up a knowledge agenda with other parties based on questions that connect the various parties. In that sense, an open innovation network is a learning network. All partners learn from one another and we, as a university, play a facilitating role in this.”

“If we identify that societal need effectively, we as a university can direct our academic knowledge towards society’s goals”, says Besters. “This requires a very clear framework for academic integrity, ethics and methodology,” he adds. “I believe this is what makes us attractive to external parties. With us, everyone can have a say, because we can create a context in which certain questions can be raised and explored. Whereas elsewhere, market players cannot talk to one another because they are competitors. As a knowledge institution, we must properly embed this independent role in our approach.”

What impact will the development of OINs have on academic and support staff?

Besters: “First, I would like to say: please don’t forget the students. With impact-driven education, they can tackle real-world issues within the thematic networks. My hope, first and foremost, is that this will generate a lot of energy and creativity. Because we may end up on different paths. Or we may strengthen the paths we are already following. For example, by collaborating across disciplines, preferably also with external parties.”  

Besters believes developing open innovation networks also means trying to link existing initiatives, projects and programmes on specific themes as much as possible. “That requires effort from academic and support staff. We already have a strong group of frontrunners in various areas who have been active in ecosystems and collaborations for years. We want to strengthen that group, and it would be great if we could mobilise many more academics for this.”

What changes are needed in terms of governance, infrastructure, incentives, recognition and rewards?

Besters explains that in an outside-in approach, the verbs ‘facilitate’ and ‘embed’ are relevant to many of the activities and tasks carried out by support staff. These include, he says, partnership networks, communication, business development and providing effective support for projects and programmes, in collaboration with academic staff. He also mentions the importance of sound administrative processes. “If our goal is to achieve engagement through open innovation networks, then we must also make this a key priority for support staff,” he emphasises.

In this, Besters sees an overlap with developments in ‘Recognition & Rewards’. “An engagement-based approach calls for a different type of scientific output and skill set. At present, as a researcher, you are mainly rewarded for publishing a scientific article, but you should also be rewarded for a project within the framework of open innovation – for example, organising a conference in collaboration with a local council.”

How do we know that OINs deliver social value and do not merely intensify cooperation?

“I would suggest that the intensification of collaboration is, in itself, a very positive sign or a key indicator,” Besters replies. At the same time, the question of social value is far more far-reaching. How can you assess the social impact generated by an open innovation network? As part of the approach to open innovation networks, we will be addressing this aspect, says Besters. When can we say there is a social impact? And how do we measure impact? 

During the previous strategic planning period, the EUR had already formulated answers to these questions in the Societal Impact Evaluation project. According to Besters, we need not be modest about what EUR has already achieved. “When it comes to measuring impact, the EUR now boasts knowledge of international standing. As part of the open innovation networks, we want to explore how we can put that expertise to use.”

Could you give some examples of OINs in which EUR is already active?

“We are not starting from scratch. We currently have a wide range of excellent programmes, partnerships and alliances through which we are actively involved in areas that we, as a university, consider important and wish to actively promote”, says Besters. “The impact domains outlined in our strategy are the guiding principle here.” He gives examples from the healthcare sector. Some great things are already happening there, such as Planetary Health (ESHPM) and  (Convergence). 

He also sees examples in the impact domain of broad welfare. “I see a clear link there with the theme of the port. What does the future of the Port of Rotterdam look like? What does the port mean for the city and the regional ecosystem? On these topics, EUR has internationally renowned experts in the fields of economics and law, as well as Erasmus LLC UPT. So, we already have plenty of resources in-house. Essentially, our aim with the open innovation networks is to raise the profile of all these initiatives, as well as to consolidate and strengthen them. All this for the purpose of increasing the positive social impact.”

Which specific steps is EUR taking to give shape to the OINs?

Besters: “We already started talks with subject matter experts from various disciplines to explore our position on the two priority themes. There’s a lot of energy in that. That’s also where you see that we already have some excellent partnerships in place as a university, for example in the port of Rotterdam. In addition, we’re working on strengthening our support structures. It’s up to the line organisation to implement the strategy. As ERS, we are therefore reassessing our services. Open innovation networks play an important part in this.” 

Besters shares that the Impact & Engagement team is currently recruiting an Open Innovation Networks strategist and a project assistant. “These new colleagues will be tasked with addressing questions such as ‘what alliances and partnerships do we already have?’, ‘how do we pool our in-house expertise?’ and ‘should we reach out to external parties to start a conversation?’ Together with the Strategic Dean Impact & Engagement Arwin van Buuren and researchers working on a particular theme, they can take on the initial phase of forming an open innovation network.”

More information

Please contact Team Impact & Engagement via samenwerken@eur.nl.