How do organizations use the experience from projects to build a systematic capability to manage open innovation projects? Drawing upon Project Management and Open Innovation capability-building frameworks, we studied the crusade of an industrial company to create an open innovation capability. In that sense, we applied an Event Structure Analysis (ESA) to evaluate the event network, which evidenced a four-stage process: closed mode, open driver, vanguard project, project-to-organization. Results demonstrate, from causal connections, that the referred capability can be leveraged from the execution of key projects, especially from a vanguard project. Our study contributes to Project Management theory by reveling that previous experiences in both project and organizational levels offer a fertile ground for the emergence of a vanguard project. For the open innovation field, this paper provides a project-oriented approach to the discussion of open innovation's adoption in mature firms.

组织如何利用项目中的经验来建立系统的能力来管理开放式创新项目？利用项目管理和开放式创新能力建设框架，我们研究了一家工业公司对创建开放式创新能力的追求。从这个意义上讲，我们应用了事件结构分析（ESA）来评估事件网络，该过程证明了四个阶​​段的过程：封闭模式，开放驱动程序，先锋项目，项目到组织。结果表明，因果关系表明，可以从关键项目（尤其是先锋项目）的执行中利用所引用的功能。我们的研究通过揭示以前在项目和组织层面的经验为先锋项目的出现提供了沃土，为项目管理理论做出了贡献。