近幾年的研究指出，開放式創新模式的成功取決於對「正確」治理模式的合作與否。此類研究在理論架構上是可行的，但同時亦須整合其他變數以及治理模式。然而應用在實際上的例子並不多見，尤其是小型公司更是稀少。本研究主要目的是為了增進該領域的知識，藉由論述小型公司的相關經驗，探討「正確」治理模式如何組織及管理新產品開發的網絡。一開始的變數與治理模式的選擇性不一致將導致網絡架構的失敗，然而下一階段的一致性則會讓結果由失敗轉向成功，同時也為如何建立外部創新網絡作一個相當好的示範。此研究亦提供一些較為一致的治理模式，包括理想性的選擇，也不能真正落實於小型公司。然而，有效的計畫、控制以及形式化皆能在組織整合和組織承諾上為治理模式挹注相當的力量。

From the recent studies about open innovation paradigm, it emerges that the choice of the
governance mode “right” to cooperate is still an interesting topic. Theoretical frameworks
about the topic are available, suggesting the need for coherence among a series of factors and
the governance mode to be selected. However, applications on concrete cases are still scarce,
above all as concerns small companies. This empirical work aims at increasing this area of
knowledge by describing the practical experience of a small company which had to choose
the governance mode in order to organize and manage a New Product Development network.
The first inconsistency between factors and form of government chosen leads to failure of the
network. The next consistency turns failure into success, and this makes the case an
interesting example of how to build an external innovation network. Moreover, peculiarities
of small businesses emerge. In particular, has shown that some highly integrated governance
modes, even if they could be the “ideal choice”, are not really feasible for small companies.
Strong planning, control and formalization can anyway serve the scope of reinforcing the
governance mode in terms of integration and commitment.