The interplay of leadership, absorptive capacity, and organizational learning culture in open innovation: Testing a moderated mediation model

Open science, as a common good, opens possibilities for the development of nations, through innovations and collaborative constructions, which help to democratize knowledge. Advances in this area are still emerging, and the open science, cocreation of knowledge and open innovation triangle, is presented as an opportunity to generate an original contribution from research to open educational theory and practices. The study analyzed the articles that addressed this triangle, in order to identify the contexts and challenges that arise in open innovation and the cocreation of knowledge to promote open science. The method was a systematic literature review (SLR) of 168 articles published in open access format, from January 2014 to May 2017 in the Web of Science and Scopus databases. In the validation process, the York University criteria were used: inclusion and exclusion, relevance of the pertinent studies, evaluation of the quality / validity of included studies and description of data / basic studies. The findings showed that the mostwidely publicized contexts were in the United States and Brazil, in the business and academic sectors (closely followed by the social sector), and the challenges were open to innovation, opening and research. The research concludes that the context and practices of collaboration are substantial elements for innovation and open science.

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Co-creation and open innovation: Systematic literature review

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.,The paper uses data collected using a questionnaire survey from middle and top managers working in various firms in northern India.,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.,This study used a cross-sectional research design and a relatively small sample size. These limitations can affect generalizability of the findings.,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.

Managing open innovation: The roles of empowering leadership and employee involvement climate

Solar PV (photovoltaic) technology has gained considerable attention worldwide, as it can help reduce the adverse effects of CO2 emissions. Though the government of Pakistan is adopting solar PV technology due to its environmental friendliness nature, studies focusing on consumer’s acceptance of solar PV are limited in the country. This research aims to close this knowledge gap by looking into the various considerations that may influence consumers’ willingness to adopt (WTA) solar PV for household purposes. The study further contributes by expanding the conceptual framework of the theory of planned behavior by including three novel factors (perceived risk, perception of self-efficacy, and openness to technology). The analysis is based on questionnaire data collected from 683 households in Pakistan’s provincial capitals, including Lahore, Peshawar, Quetta, Gilgit, and Karachi. The proposed hypotheses are investigated using the state-of-the-art structural equation modeling approach. The empirical results reveal that social norms, perception of self-efficacy, and belief about solar PV benefits positively influence consumers’ WTA solar PV. On the contrary, the perceived risk and solar PV cost have negative effects. Notably, the openness to technology has an insignificant effect. This study can help government officials and policymakers explore cost-effective, risk-free technologies to lessen the environmental burden and make the country more sustainable. Based on research results, study limitations, as well as prospective research directions, are also addressed.

Do Perceived Risk, Perception of Self-Efficacy, and Openness to Technology Matter for Solar PV Adoption? An Application of the Extended Theory of Planned Behavior

Open innovation and sustainable competitive advantage: The role of organizational learning

Research suggests that cultural issues can make or mar the open innovation process. In this paper, we thus aim at identifying organizational culture types that enable and retard the two types of open innovation activities: in-bound and out-bound. Data were collected using the questionnaire survey method from 339 middle and top managers working in the Malaysian high-tech sector. Organizational culture emerged as a huge predictor of open innovation. We found that highly integrative culture enables in-bound open innovation, but does not significantly affect out-bound open innovation. Besides, hierarchy culture is found to retard both in-bound and out-bound open innovation. This paper is probably the first to empirically investigate the role of culture in open innovation. The findings fill an important gap in open innovation theory while practical implications extend to managers interested in open innovation adoption in their organizations.

What organizational culture types enable and retard open innovation

We examine the role of organisational citizenship behaviours (OCBs) in two types of open innovation—inbound and outbound. Data were collected using the questionnaire survey technique from middle and top managers working in high-tech industries in Malaysia. Results show that OCBs positively predict both inbound and outbound open innovation. A closer look reveals that OCBs relate positively to out-bound open innovation in aggregate and in isolation. However, OCBs relate to in-bound open innovation in aggregate only. The implications of these results are discussed and limitations of the study are highlighted.

The link between organisational citizenship behaviours and open innovation: A case of Malaysian high-tech sector

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What organizational culture types enable and retard open innovation

The link between organisational citizenship behaviours and open innovation: A case of Malaysian high-tech sector