Our study aims to understand the impact of open government data (OGD) policy on firm performance and the moderating role of firm characteristics. The difference‐in‐difference model is used to analyze 10‐year panel data from 477 Chinese listed firms. The findings indicate that (a) OGD policy positively affects firm performance; (b) firm size positively moderates the relationship between OGD policy and firm performance; (c) R&D intensity nonlinearly moderates the relationship between OGD policy and firm performance; and (d) OGD policy significantly affects state‐owned firms. This paper provides suggestions for improving OGD policy and OGD market construction.
Open government data (OGD) are considered a sustainable driver of firm innovation. Leadership is a crucial decision-maker for firms to employ OGD in innovation. The present study focuses on two of the most prominent leadership styles: transformational and transactional. Drawing on the Organizational Commitment Theory, we claim that affective and normative commitment are the two parallel mechanisms that explain how leadership promotes OGD-driven innovation in firms. Our results show that transformational leadership promotes OGD-driven radical innovation through affective commitment. In contrast, transactional leadership promotes OGD-driven incremental innovation through normative commitment. More importantly, we suggest that the OGD application stage moderates the effect of leadership on organizational commitment. Specifically, in the initial stage of the OGD application, higher transformational leadership triggers higher affective commitment in employees. In contrast, in the mature stage of OGD application, higher transactional leadership triggers higher normative commitment in employees.
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