Reconnoitering the Nexus Between Organizational Culture and Open Innovation Systems
Bibliographic Data
| ID | 16915977 |
|---|---|
| Authors | Shazia Parveen (0000-0002-2847-1846, National College of Business Administration and Economics), Iqra Abdullah (0000-0002-1801-6428, Namal College), Muhammad Imran Qureshi (0000-0001-8861-0628, Teesside University, corresponding author), Muhammad Umar Farooq (0000-0003-3566-3720, Namal College), Shazia Qayuum (University of the Punjab) |
| Year | 2023 |
| Volume | 13 |
| Issue | 4 |
| Publication date | 2023-10-01 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | SAGE Open (JOURNAL) |
| Journal identifiers | ISSN: 2158-2440 • E-ISSN: 2158-2440 |
| Publisher | SAGE Publications (PUBLISHER • US) |
| DOI | 10.1177/21582440231200319 |
| OpenAlex | W4388617789 |
| Language | EN |
| References cited | 82 |
Postmodern organizations strive to cultivate open innovation systems to foster product innovation and commercialization. Cultural dynamics can be a massive obstacle in flourishing the inbound and outbound open innovation in many organizations. However, little is known about the effect of different types of culture on the open innovation dimensions. This research aimed to investigate the role of cultural subtleties in nurturing inbound and outbound open innovation in the organizations. A quantitative research design was employed, and data were collected from a random sample of 231 managers from the automotive industry. Structural Equation Modeling (SEM) was used to test the hypotheses using Smart PLS. The results indicated that hierarchy culture, associated with formal rules and regulations, negatively affects the inbound and outbound open innovation. The Market culture has a positive relationship with inbound and outbound open innovation while adhocracy culture could positively impact the inbound open innovation only. On the other hand, clan culture has a negative effect on the outbound open innovation. We concluded that the organizational culture focused on internal integrations is more suitable for outbound open innovation, and the type of organizational culture focused on external differentiation is more likely to support inbound open innovation
Business · Commercialization · Economics · Flourishing · Knowledge management · Management · Open Innovation · Organizational culture · Product innovation · Structural equation modeling · Engineering · Knowledge Management and Sharing · Organizational and Employee Performance · Psychology · Technology Adoption and User Behaviour · Marketing
Open Innovation
Organizations and Organizing
The future of open innovation
Dynamic capabilities
Innovation objectives, knowledge sources, and the benefits of breadth
Culture and Organizations
Open R&D and open innovation
Open innovation
Leveraging External Sources of Innovation
Explicating Open Innovation
Exploration and Exploitation in Organizational Learning
Partial least squares structural equation modeling (PLS-SEM)
Self-Reports in Organizational Research
Reconceptualizing the interventions of open innovation systems between the nexus of quadruple organization cultural dynamics and performance
Determining Sample Size for Research Activities
Do personal characteristics and cultural values that promote innovation, quality, and efficiency compete or complement each other
Climate change
Organizational innovation
Firm Performance During a Crisis
| Citation velocity | historical |
|---|---|
| Highly cited | No |