Organizational learning capability and open innovation

Abstract

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.

The Influence of Entrepreneurial Psychological Leadership Style on Organizational Learning Ability and Organizational Performance

“…Therefore, the influence of entrepreneurial leadership style on organizational learning ability is analyzed. It is found that the transformational psychological leadership style and transactional psychological leadership style are positively correlated with organizational learning ability (p < 0.001); there is a significant positive correlation between the laissez-faire psychological leadership style and organizational learning ability (p < 0.05), which is consistent with the research results of Peris-Ortiz et al (2018), which shows that the three different psychological leadership styles can promote the improvement of organizational learning ability, but the transformational psychological leadership style and the transactional psychological leadership style have a higher influence than the laisse-faire psychological leadership (Tajeddini et al, 2017). In addition, AMOS 17.0 software is used to simulate and verify the relationship model between entrepreneurial psychological leadership style, organizational learning ability, and organizational performance established in this study.…”

The Role of Human Resource Management Practices on Palm Oil Firm’s Performance in Malaysia with Mediating Role of Organizational Learning Capabilities and Moderating Role of Organizational Support

“…The results have represented that the organizational learning capability plays a moderating role in selecting candidates, training, compensation, and firms' performance. These results are in line with the previous studies Peris- Ortiz, Devece-Carañana, and Navarro-Garcia (2018).…”

Knowledge management capability, environmental dynamism and innovation strategy in Malaysian firms

“…However, in the context of this study, we have chosen the main internal factors as predictors of KMC which have been highlighted in the past studies (Martinez-Conesa et al, 2017;Popa et al, 2017) and are more appropriate in the context of our research, namely, commitment-based human resource practices (in terms of selection policies, and incentive and training and development polices), formal structures and innovation culture of a firm. In addition, the effect of external factors such as environmental dynamism is imperative to study due to its influence on sustainable competitive advantage (Peris-Ortiz et al, 2018).…”