This research is based on a multiple case study research within the food-products multinational corporation Danone, specifically within the segment Nutricia Advanced Medical Nutrition. In this study, the process of the front end of open innovation projects within Nutricia Advanced Medical Nutrition was studied and explored for an application of R&D and Marketing collaboration. The case studies selected within the firm were related to technology and product innovation. The main objective of this research was to explore the process activities between R&D and Marketing departments within open innovation projects. As a product, a framework was developed specifically for Nutricia is on how, which and when R&D and Marketing activities should take place in order to facilitate open innovation. The following main research question was answered in order to achieve the research objective: How does R&D and Marketing cooperation take place within open innovation projects and how can it effectively facilitate open innovation within Nutricia? The main research question was approached by qualitative research, which included interviews and direct observations executed in parallel. In this case Nutricia Advanced Medical Nutrition was observed and the business unit participated in twenty-six qualitative interviews on multiple (types of) open innovation projects and shared available documentation on these projects. Additionally, external interviews were performed with eight external specialists from different universities and a consultant, within the subject of open innovation and R&D and Marketing collaboration. In total six cases have been studied, namely: two cases on collaboration with universities and research institutes, two cases on collaboration with ingredient suppliers and two cases on collaboration with complementary goods suppliers. The data was analysed with the aid of ATLAS, qualitative analysis software, in order to process coding and link data. Following Yin’s (2011) analyses method multiple stages were adopted within the analyses of this study. The stages followed, were not based on a linear process, but had rather a recursive relationship. The framework recommended for Nutricia shows when Marketing and R&D are collaborating within the open innovation process more intensively (red). Not all open innovation projects require “intensive” collaboration between the epartments. From he case studies it was roughly concluded that for the innovations dealing with large risks and uncertainties require a less intensive collaboration at the start then for innovations with far less ncertainties and risks. The generalizability of this framework is basically limited to the firm but can be related to a certain extent to the pharmaceutical industry rather than the foods industry. Basically irms dealing with very tacit and explicit information which forms a potential barrier for early intensive collaboration between R&D and Marketing. Senior management support is continuously present as a “roof on a house” providing “shelter” by safeguarding the strategy or by strategically supporting projects with high potential which fall outside the defined strategy of the business. Obviously regulating only the involvement of Marketing will not be sufficient. Expertise from different perspectives is crucial and has to sustain “open” (so not formalised) since opportunities can differ every time. Within the literature, the need for expertise was not stressed as being critical for open innovation. However, many external specialists did confirm its importance. The need for expertise might be less obvious for other type of firms (firms who are not dependent on tacit or explicit knowledge for instance), but it certainly is for a firm like Nutricia. There was no specific difference observed between the open innovation process and the internal innovation process (without open innovation practices) regarding the content of the activities and responsibilities for Marketing. The only difference is the stage where support is required from Marketing, which is explained in terms of the integration moment. The barriers related to R&D and Marketing collaboration within open innovation, as put forward by the participants, were to a large extent comparable to those summarized by the researchers within the theory concerning R&D and Marketing collaboration within “closed innovation projects”. Most barriers could be categorized under cultural, organisational and communication barriers. It was further concluded that Nutricia is a business driven division which also forms a barriers for developing radical innovations since these cannot easily be managed with tight deadlines. The pharmaceutical science behind the products of Nutricia can form a barrier for Marketing, due to the tacit and explicit knowledge involved within the technological uncertainties at the initial phase of NPD. There is a paradox noticed within the need for the right integration moment. Defining benefits at the starting stage of the open innovation project depends on the scientific, technical, Marketing, and regulatory barriers which could occur. Most R&D participants addressed that Marketing should be involved after the benefits are defined; however, input from Marketing will be required in order to create and validate assumptions for defining potential business benefits. In the end, the following six key succes factors were mentioned the most requently by the respondents (external and internal): o Alignment o Expertise o Strategy & vision o Senior management support o Customer benefits & consumer needs o Integration moment In general it is not suggested to retain a “trial and error” relationship between R&D and Marketing for managing open innovation. This is to a certain level favorable for the capricious nature of open innovation and the R&D and Marketing collaboration (in order to retain the informal collaboration). However, continuing in this manner could mean that external opportunities are not treated with caution, and the trust and alignment required between R&D and Marketing (but also other functions) is not stimulated. It has to start at taking up the open innovation within the strategy. Now the company has undertaken different projects and soon it can measure the commercial success of one of the major projects. After that it is wise to decide to which level will open innovation be of importance for the firm.