Reconceptualizing the interventions of open innovation systems between the nexus of quadruple organization cultural dyna
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Reconceptualizing the interventions of open innovation systems between the nexus of quadruple organization cultural dynamics and performance Muhammad Imran Qureshi1 · Shazia Parveen2 · Iqra Abdullah3 · Léo‑Paul Dana4 Accepted: 24 November 2020 © The Author(s), under exclusive licence to Springer Nature B.V. part of Springer Nature 2020
Abstract Although open innovation systems have drastically improved manufacturing performance, still many organizations are not able to leverage on the open innovation systems due to cultural barriers. This research aimed to investigate the interventions of the open innovation systems between the relationships of organizational culture and organizational performance with the moderating effect of management support. A quantitative research design was employed to achieve research objectives. Data was collected through a structured questionnaire from 384 managers of the large manufacturing industry in Malaysia using a multistage random sampling technique. Structural equation modelling by using SMART PLS was used to test hypotheses. Results indicated that the relationship between organizational culture (e.g. clan, adhocracy, and market culture) and organizational performance was mediated by open innovation. Open innovation has no mediation effect between hierarchy culture and organizational performance relationship. While management support moderates the relationship between open innovation and organizational culture. The organizations exhibited more organic culture and focused on differentiation can harness open innovation and enhanced organizational performance. Keywords Open innovation systems · Organizational culture · Organizational performance · Clan culture · Adhocracy culture · Market culture · Hierarchy culture
1 Introduction The innovation of new products by conglomerates usually depends on in-house research and development (R&D). These R&D labs are not only viewed as a strategic asset for many industries, but they also serve as entry barriers for their contenders. Such R&D assets and competencies seem to aid these firms in outperforming their smaller competitors. The process through which firms internally discover, develop, and then commercialize a technology, can be termed as a closed innovation model (Chesbrough 2003a). The closed innovation model performed well in the past. However, the ease in access to new knowledge, * Muhammad Imran Qureshi [email protected] Extended author information available on the last page of the article
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technology transfer, Labour mobility and access to financial resources have drastically changed the scenario and influential modern organizations to develop and implement the innovation systems that are beyond company’s boundaries (Kok, Faems, and de Faria 2019). This has engendered in the conception of open innovation systems among multinational enterprises. In the open innovation systems, firms pursue innovations from both internal and external sources to gain a competitive advantage (Chesbr
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