This  paper  examines  the  contextual  factors  that  influenced  an open  innovation  project  failure.  To  this end  the   paper   adds   to   the   discussion   on   open innovation in non high-tech settings and highlights the importance  of  contextual  factors  as  determinants  of success    or    failure    within    the open  innovation paradigm. It is  based on  a case  study  performed  at PowerDrive,   a  manufacturer   of   hydraulic  drive systems,  and  three  of  its  customers,  and  follows  their attempt   to   co-create   new   value-adding   services through  the  innovative  use  of  information technology. The  study shows  that  open  innovation  project success cannot be measured only in terms of coherence with set targets  of  quality,  time,  and  costs,  but  also  has  to include   the   creation   of   mutual value and  the development of strong   inter-organizational relationships.  Furthermore,  the role and character  of information  technology has to be considered and accounted for.