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This chapter asks how we can understand the managerial practices in open innovation, a recently popularized way of organizing innovative work. Open innovation implies opening up the borders of the organization, creating a context where conventional steering and managerial tools no longer apply. Utilizing a collaborative research approach, following an open innovation collaboration over 8 years, this chapter outlines the managerial practices that direct the collaboration. These practices are important for meaning making and identity creation in the collaboration and can be understood as a form of authorship, a continuous intervention strategy to manage, develop and change the organizational context.

In defining microcelebrity, media technologies are often described as integral to the self-branding process. This chapter argues that social network platforms are not social utilities, but, in fact, celebrification utilities. That is, they are programmed to necessarily brand users by extracting and filtering identifications to be easily consumed by advertisers, just as microcelebrities promote specific, “authentic” aspects of self that can be easily consumed by fans. Through a discourse analysis of Facebook’s functionalities and in-depth interviews with 45 emerging adults, I present an analysis of microcelebrity culture through the narratives of everyday users who are not actively involved in self-branding but are instead compelled by the site’s inherent design to unintentionally brand – they unknowingly align with corporation-like mission statements; ignore multiple, dynamic selves; and discard their right to anonymity.