دانلود رایگان مقاله سابقه مدیران نتایج جو نوآوری و نوآوری باز

abstract

In recent years, open innovation (OI) has attracted much attention in innovation management research. Although showing signs of advance, most of the existing literature still relies, to a great extent, on case studies and conceptual frameworks, with little empirical research in the specific context of small and medium enterprises (SMEs). This paper adds to the literature by empirically assessing the effects of organizational antecedents and innovation climate on OI as well as its consequences on firm performance in SMEs. In addition, the moderating roles of environmental dynamisms and competitiveness in the relationships between innovation climate and inbound and outbound OI are analyzed. To achieve these goals, this paper develops an integrative research model, which analyses the network relations using covariance-based structural equation modeling (SEM) on a data set of 429 Spanish SMEs. Results revealed that organizational factors such as commitment-based human resources practices have a positive influence on innovation climate and that innovation climate contributes to both inbound and outbound OI. Another important finding is that contingent factors such as environmental dynamism strengthen the positive effect of innovation climate on outbound OI. The main conclusions of this research can be valuable to SMEs that implement or intend to implement OI.

5. Discussion and conclusions

Drawing on the RBV, the KBV and the Contingency Theory, this study sheds light on the antecedents of OI and its consequences on firm performance. Within the organizational context, the results revealed that organizational factors have different impact on innovation climate. Commitment-based HR practices have a positive influence on innovation climate, with incentive and development HR practices having a stronger effect than selection HR practices. A possible explanation to this may be that selection practices focus more on assessing the candidates' fit to the company while incentive and development practices emphasize more on motivation and long-term growth (Collins and Smith, 2006). These findings are consistent with previous studies that suggest that HR practices with commitment orientation help to motivate employees to socially interact while developing their day-to-day tasks (Camelo-Ordaz et al., 2011). Thus, building an adequate work environment is key for enhancing human capital creativity and innovativeness (Ceylan, 2013; Dul et al., 2011). In contrast, the effects of interdepartmental connectedness and centralization of decision making on innovation climate were found to be non-significant. These findings depart from existing studies analyzing the organizational antecedents of innovation, which suggest that various internal organizational structures such as interdepartmental connectedness and centralization are critical to facilitate the appearance of exploitative and explorative innovations at the firm level (Atuahene-Gima, 2003, 2005; Jansen et al., 2006). This may be explained because previous works have focused on large firms (Jansen et al., 2006) and, within that specific context, coordination mechanisms are more formal than it could be in the case of SMEs. This argument is in line with previous literature, which suggests that SMEs are less bureaucratic and more internally adaptive than larger firms (Chang et al., 2011; Moilanen et al., 2014), while the latter have internal structures that over time become laden with rules and procedures (Morris et al., 2008).