This article aims to understand the way the innovation management model of a biotechnology centre (INNBIO), which belongs to a regional university in a developing country, adapts through time to the influence of institutional factors. Evidence provides the academic world with a new view on how an innovation management model adapts. It was gathered in an original, yet rigorous, way by applying mixed research strategies with a qualitative approach. The former allowed to analyse INNBIO from the inside, as well as to observe the way interactions between internal and external institutions that make up an innovation system are established. Main results show a bigger influence of the national innovation system compared to the local one and a strong influence of internal institutional factors such as: quality in the information of projects, focus on the relationship with researchers, and the challenge of creating and managing a research team.