Open innovation (OI) involves the alignment of the organisation’s strategy and resources. Notably, companies will not adopt this emerging paradigm without a guarantee of better results. Therefore, the purpose of this paper is to identify which combination of entrepreneurial managerial approaches makes it possible for companies to improve performance.Design/methodology/approachThis study involves a survey questionnaire, 147 enterprises and regression analysis on the survey data to identify to what extent strategic and management orientations affect innovation performance (IP), as well as an analysis focusing on the results of two sectors (i.e. tourism and agri-food industries).FindingsThe main findings show a direct effect amongst the level of innovation, external openness and open innovation management (OIM), and IP. However, although there are no differences in the perception and orientation of OIM and the results across the two sectors, the influence of the variable firm size has been supported. Finally, the collective effort required by companies to ensure the successful implementation of OI processes and achieve high IP is outstanding.Practical implicationsThis paper discusses the significance of these findings, highlighting the main practical implications for researchers and companies – especially the need to assimilate the organisational change involved in the challenge of OI.Originality/valueThis study combines the sectors industry and services, emphasises OIM and reinforces the literature in the field of IP.
Journal of Organizational Change Management – Emerald Publishing
Published: Oct 15, 2019
Keywords: Openness; Open innovation; Organizational change; New product development; Innovation performance