Impact of a firm's commitment to learning and open-mindedness on its organizational innovation among Russian manufacturing firms

Abstract

<jats:sec><jats:title content-type="abstract-subheading">Purpose</jats:title><jats:p>During the last decade, a firm's ability to innovate has gained substantial attention in the literature devoted to innovation and strategic management. This study aims at discussing on what is the relationship of a firm's commitment to learn and its open-mindedness with its activity in introducing organizational innovations. The data collection was carried out in Russia. In order to make the research more specific, the organizational innovation is broken down into two subtypes, namely innovation in management practices and innovation in workplace organization.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-subheading">Design/methodology/approach</jats:title><jats:p>The study is grounded on the data obtained by the surveying of 123 Russian top managers working in manufacturing firms. The structural equation modeling was approached in order to investigate the impact of a firm's commitment to learn and open-mindedness on its organizational innovation.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-subheading">Findings</jats:title><jats:p>The results indicate that the commitment to learn and the open-mindedness have considerable impact on organizational innovation activity in a firm. The findings also provide evidence that both the investigated subtypes of organizational innovation are positively influenced by commitment to learn and open-mindedness, though the degree of that influence differs.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-subheading">Originality/value</jats:title><jats:p>The literature traditionally focuses mostly on the technological type of innovation leaving the organizational innovation covered by scarce research. In this respect the study contributes to the theory of organizational innovation by elaborating its relations with organizational learning dimensions. Apart from the investigation on the research question at a general level, the study explores the specific context related to the manifestation of phenomenon in a transition economy of Russia.</jats:p></jats:sec>

The Role of Network Learning Capability in the Relationship between Open Mindedness and Innovation Performance

“…In previous studies, it has been remarked that open-mindedness advances learning, networking skills and the innovation potential of organizations. For this reason, we argue that open-mindedness, which is the basis of learning, has a positive effect on both network learning and innovation performance (Dukeov et al, 2020;Lord, 2015). Considering that open-mindedness, which attempts to modify the mental structures in the organization and the fundamental assumptions that guide behavior; is an indispensable part of an innovative atmosphere, we anticipate that it is a significant variable that needs to be analyzed with network learning and innovation performance (Hernandez-Mogollon et al, 2010).…”

“…Open-mindedness, a concept discussed mainly in the educational philosophy literature, is accepted by philosophers as an intellectual virtue as a way of maintaining cognitive contact with reality as well as being acknowledged as a vital feature of an educated mind (Taylor, 2016). In organizational research, open-mindedness refers to the ability of a firm to grasp and accept new ideas or to critically scrutinize its experience of creating new knowledge (Dukeov et al, 2020). Open-mindedness endeavours to reroute organizational values, norms and behaviors by changing the cognitive structures, thinking patterns and basic assumptions that guide behavior (Hernandez-Mogollon et al, 2010).…”

“…As openminded employees are more creative and innovative, open-mindedness is a sought qualification in employees (Kmieciak, 2019). Obviously, to keep the organization alive the management team must be open to new opportunities (Dukeov et al, 2020). Some of the elements that reflect the open-minded environment in an organization are; recognition of failure, ease of information flow, technology and relationships established with partners to acquire external information in order to create a developed organizational structure (Dukeov et al, 2020).…”

“…Obviously, to keep the organization alive the management team must be open to new opportunities (Dukeov et al, 2020). Some of the elements that reflect the open-minded environment in an organization are; recognition of failure, ease of information flow, technology and relationships established with partners to acquire external information in order to create a developed organizational structure (Dukeov et al, 2020). It was suggested that managers can complement human resource practices by including open-mindedness among management tools (Wensley et al, 2011).…”

“…It was suggested that managers can complement human resource practices by including open-mindedness among management tools (Wensley et al, 2011). Undeniably, an organization's capacity to create innovation is highly dependent on its internal context and thus on its openmindedness (Dukeov, et al, 2020). As supported by Chesbrough's open innovation model, the advantages companies obtain from their internal R&D expenditures are decreasing, and it became clear that even though organizations spend less on R&D, they are able to innovate with the information coming from external sources (Laursen & Salter, 2006).…”