The interplay of leadership, absorptive capacity, and organizational learning culture in open innovation: Testing a moderated mediation model

توضیحات

ABSTRACT

Researchers have used several constructs to explain the success and failure of organizations’ open innovation initiatives. Building upon the  resource-based view of the firm, we develop a model to explain how leadership interacts with absorptive capacity and organizational learning culture to influence open innovation outcomes. The model is tested empirically using data sourced from managers working in  diverse sectors in India. Resultsreveal that empowering leadership leads to enhanced open innovation outcomes through the intervention  oforganizational learning culture. Results, however, do not confirm a significant impact of the interaction of organizational culture and  absorptive capacity on open innovation. A discussion of these findings along with implications for theory and practice is presented.

INTRODUCTION

Open innovation continues to be a favorite research area in the strategic management domain (Elmquist et al., 2009). While open innovation research has focused on identifying the factors that foster or impede open innovation (Naqshbandi et al., 2015), several  aspects ofopen innovation management still remain under-studied (West and Bogers, 2017). Dahlander and Gann (2010) pointed out that  as theemergence of open innovation models challenges firms to move past their traditional innovation paradigms, institutions would need  toadopt more contemporary approaches to innovation management. Hence, shifting to modern modes of innovation invites firms to a  corresponding shift in their leadership models from traditional to the contemporary (Robbins and O’Gorman, 2015).Contingency leadership theory posits that the leadership style adopted is contingent on a firm’s circumstances and set performance targets (Graeff, 1983; Sims et al., 2009). In this regard, the traditional leadership styles and their association with innovation has been the focus of several studies (Jung et al., 2003). Certain leadership styles, such as transactional leadership, directive leadership, and aversive leadership have been found to  act as barriers to innovation (Avolio et al., 1999; Podsakoff et al., 2006; Sims et al., 2009).

Year: ۲۰۱۸

Publisher : ELSEVIER

 By : M. Muzamil Naqshbandi, Ibrahim Tabche

File Information: English Language/ 12 Page / size: 308 KB

Download

سال : ۱۳۹۶

ناشر : ELSEVIER

کاری از : محمد مصلح الله بهبهانی، ابراهیم تابچه

اطلاعات فایل : زبان انگلیسی / 12 صفحه / حجم : KB 308

لینک دانلود