Purpose The purpose of this paper is to investigate the relationship between open innovation (OI) and radical and incremental innovation success in knowledge-based companies. The company’s human resources and organizational learning capability are considered as the fundamental nexus of this relationship. Design/methodology/approach At the conceptual level, the paper analyzes the relationships between dynamic capabilities and OI and between OI and innovation success. Fuzzy-set qualitative comparative analysis (fsQCA) was used to study how innovation is implemented in 29 companies. Findings FsQCA identifies combinations of factors that facilitate incremental innovations. These combinations reveal the path to implementing company policies that enable incremental innovation and foster radical innovation. Research limitations/implications The nature of the study sample means that the findings should be generalized with precaution. The most valuable implication is the identification of combinations of factors that help companies manage innovation. Originality/value Scarce literature links organizational learning factors and OI to different types of innovation. The use of fsQCA to analyze the cases also marks a breakthrough in the innovation literature.

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This work aims to analyse the effect of the holistic view, continuous learning and information technology infrastructure on the creation of international business competences. The study also investigates whether the creation of this type of competence significantly affects firm performance using the structural equation modelling method of hypothesis testing. A survey of 257 companies from the biotechnology and telecommunications industries verifies the mediating role of international business competences. These findings suggest that managers should emphasise the creation of a holistic view, promote continuous learning and improve the information technology infrastructure in order to develop international business competences, because these competences have a positive and significant impact on firm performance.

This interview examines Telefónica's projects and efforts in the area of corporate social responsibility. Telefónica is one of the world's largest multinational firms in the telecommunications sector. It is present in 25 countries, serves more than 260 million customers, and employs a staff of approximately 285,000 professionals. The company is still advancing and finding new opportunities to increase its capacity to innovate, improving ways of doing business, enhancing customer satisfaction, and helping educate customers. In this interview, Oscar Maraver (managing director of the human resources area), Jose Buqueras Dobato (director of HR planning), and Alberto Andreu Panillos (director of corporate reputation and identity and environmental affairs) explain and share their vision of policies developed both internally with employees and externally with customers. Their approach includes a strong emphasis on corporate social responsibility.

The purpose of this paper is to explore the effects of online social networks and organizational learning capability on innovation performance. The paper is theory-confirming. Theoretical relationships were tested using an empirical study of 202 four-star and five-star Spanish hotels. Results confirm that the introduction of online social network use for internal and external cognitive processes positively affects innovation performance. This study highlights the potential as well as the limitations of online social networks and organizational learning capability in promoting innovation capability. Businesses must consciously manage the assimilation and use of online social networks to benefit from them.