The role of employee autonomy for open innovation performance

Abstract

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. Design/methodology/approach -The study reports the results of mediation analyses conducted on the basis of survey data from 307 firms. Findings -The economic benefits of both inbound and outbound OI are fully captured only if firms provide employees with time, freedom and independence. The results show that employee autonomy fully mediates the relationship between openness and innovation sales, while the adoption of inbound OI is positively associated with the introduction of new products. Practical implications -The opening of innovation induces managers to provide employees with discretion, as OI requires high levels of flexibility and experimentation. Originality/value -The paper addresses theoretically and empirically the role of job design in the implementation of OI, while also distinguishing between the effects of inbound and outbound practices on innovation performance.

Examining the Interrelation Between Job Autonomy and Job Performance: A Critical Literature Review

“…There is an overall agreement among researchers on definition of job autonomy. Scholars defined job autonomy as granting employees a liberty in job scheduling and job method to deal with their tasks (Hackman & Oldham, 1976;Adler, 1993;Langfred & Moye, 2004;Saragih, 2011;Ho and Nesbit, 2014;Ozkoc, 2016;Burcharth et al, 2017;Lu et al, 2017;Spector, 1986, cited in Lok, 2018. Others explain job autonomy as a responsibility of employees to make decisions towards the tasks (Kim et al, 2009;Lin et al, 2011;Sisodia and Das, 2013).…”

Investigating the association between university teachers’ professional autonomy and their innovation performance

“…In the context of professional activity, innovative work behavior is reported to be positively related with employees' job autonomy (De Spiegelaere et al, 2014;Burcharth, Knudsen, & Søndergaard, 2017). Significant positive relationships were reported between technical education teachers' task autonomy and the degree of their innovation in professional development (Chang et al, 2011), as well as between foreign language teachers' innovation and their level of professional autonomy (Compton, 2015;Ravikumar Abdul Ghani, & Aziah, 2015).…”

Determining the Appropriate Open Innovation Model for Logistics Firms Using an Integrated Fuzzy Ahp-Vikor Approach

“…Scuotto et al (2017) aimed to investigate the key factors that are likely to identify the preference for informal inbound OI modes. Burcharth et al (2017) purposed to examine how organisational activities explain the performance of inbound and outbound OI. Meynard et al (2017) provided a heuristic approach to design of coupled innovations in an agrifood system.…”

“…Although there are a lot of researches about OI models, these models can be grouped as inbound and outbound generally. Many researchers (Naqshbandi and Kaur, 2014;Cheng and Shiu, 2015;Burcharth et al, 2017;Usman and Vanhaverbeke, 2017) used these two OI models. In addition to them, some researchers (Mazzola et al, 2012;Piller and West, 2014;Canık et al, 2017;Battistella et al, 2017) have mentioned a third model, which is the coupled.…”