Managing open innovation

Abstract

Purpose The purpose of this paper is to examine the relationships between empowering leadership style and two types of open innovation: inbound and outbound. The intervening mechanism of employee involvement climate in these relationships is also investigated. Design/methodology/approach The paper uses data collected using a questionnaire survey from middle and top managers working in various firms in northern India. Findings Results reveal that empowering leadership positively affects both types of open innovation. Thus empowering leadership supports followers to seek, integrate and diffuse new ideas and knowledge to improve open innovation outcomes. Further, the mediating role of employee involvement climate is established for empowering leadership-inbound open innovation link. This suggests that an empowering leadership style creates an employee involvement climate that empowers employees and involves them in relevant decision-making which consequently enhances a firms inbound open innovation performance. Research limitations/implications This study used a cross-sectional research design and a relatively small sample size. These limitations can affect generalizability of the findings. Originality/value The paper contributes to leadership and open innovation literatures and provides insights into how the practitioners can use an appropriate leadership style to maximize success in the open innovation paradigm. The study is one of the first to empirically shed light on this strand of open innovation research.

Effect of Tacit and Explicit Knowledge Sharing on Teacher Innovation Capability

“…Knowledge consists of tacit and explicit knowledge. Many researchers discuss teacher innovation capability which concludes that innovation is affected by leadership (Samsir, 2018;Schuckert et al, 2018;Villaluz & Hechanova, 2019), employee involvement climate (Naqshbandi, Tabche & Choudhary, 2019) knowledge sharing (Kim & Shim, 2018) knowledge search (Wang, Chen & Chang, 2019) collaborative culture (Yang, Nguyen & Le, 2018) and knowledge process (Imran et al, 2018). This research examined the effect of tacit and explicit knowledge on teacher innovation capability in school education institutions in the context of welcoming industrial revolution 4.0.…”

Basic Tendencies and Risks of Innovation Development

“…Creativity is the ability to generate new ideas and opportunities to overcome problems, while innovation is the ability to realize creative research in order to improve the quality of life of the population. Consequently, enterprises can be called successful only if they invent and create new products or improve existing ones [7].…”

“…In practical terms, risk management is the systematic application of policies, procedures and management practices to a task of definition of situation, identification, analysis, evaluation, treatment, risk monitoring and information exchange related to risk ensuring losses reduction and profitability increase [7]. The methodological task of risk management is to control, prevent or reduce potential risks.…”

The Bottom-Line Mentality of Leaders in Education and Training Institutions: Where to Go for Innovation?

“…In addition to organizational environment and their individual factors, leadership style and behavior are critical factors influencing innovative teacher behavior (Senior et al, 2014;Li et al, 2017;Cai et al, 2018;Naqshbandi et al, 2019;Rangus and Cerne, 2019). Studies discussing the effect of leadership factors on innovative behavior have predominantly focused on positive leadership styles or behavior (Javed et al, 2017;Schuckert et al, 2018;Zhang et al, 2018;Zhou and Wu, 2018;Fang et al, 2019), with few addressing the effect of leaders' thinking on innovative behavior.…”