The results demonstrate the synergistic roles played by individual absorptive capacity and individual ambidexterity in enhancing the innovative behaviour of managers operating in an open innovation context.
Authors
Siddharth Gaurav Majhi, Information Systems Area, Indian Institute of Management Ranchi, Jharkhand, India.
Saurav Snehvrat, Strategic Management Area, XLRI – Xavier School of Management, Jamshedpur, Jharkhand, India.
Sanjay Chaudhary, Associate Professor, Jindal Global Business School, O.P. Jindal Global University, Sonipat, Haryana, India.
Arindam Mukherjee, Information Systems Area, Indian Institute of Management Ranchi, Jharkhand, India.
Summary
Managers employed in the dual gatekeeper-shepherd roles in open innovation contexts need to combine external knowledge inflows with existing internal knowledge to drive innovative work behaviour. This study explores how such managers leverage knowledge sources at the firm boundary, to drive innovation activities, by using their individual-level capabilities of absorptive capacity and ambidexterity.
To collect data for the study, 121 technology managers employed in four large automotive equipment manufacturing firms in India were surveyed using an online questionnaire. Structural equation modelling (PLS-SEM) was used to examine the direct, moderation and mediation relationships hypothesised in the study.
The results demonstrate the synergistic roles played by individual absorptive capacity and individual ambidexterity in enhancing the innovative behaviour of managers operating in an open innovation context. This study contributes to the theory related to the understudied individual-level analyses of open innovation and offers recommendations for managers looking to increase their innovativeness at work.
Published in: International Journal of Innovation Management
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