Collective efficacy in open innovation: A mediator between open innovation hub’s support and employees’ innovative behavior



In today’s business scenario, managers must configure their management system to open up their innovation process to maximize the benefits of open innovations. Previous studies argued that the open innovation hub (OIH), as an official unit mandated to support and accelerate open innovation initiatives, is an effective management system. However, we know little about how OIH facilitates open innovation. To fill this gap, we employ the micro-foundations perspective and examine the mechanism linking OIH’s support and employees’ innovative behavior. Given the assumption that employees’ innovative behavior, knowledge exploration, and creative work involvement underpins the company’s open innovation, we develop three hypotheses: collective efficacy facilitates employees’ innovative behavior, support from the OIH fosters collective efficacy, and collective efficacy mediates the relationship between OIH’s support and employees’ innovative behavior. Based on a survey with 133 participants from 16 companies in Japan and a following structural equation modeling (SEM) analysis, we confirmed all three hypotheses. This study contributes to the literature by identifying two roles of collective efficacy in open innovation management; it facilitates employees’ innovative behavior and mediates the linkage between OIH’s support and employees’ innovative behavior.

Keywords: macroeconomic uncertainty, volatility index, management earnings forecast, Japan
open innovation; collective efficacy; open innovation hub; innovative behavior; creativity; exploration; inclusive leadership; survey; structural equation modeling

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宮尾 学