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The study of modes of open innovation in smaller companies is still in the development phase. This study responds to this situation and, drawing upon a data set from 4,679 Turkish small and medium-sized enterprises (SMEs), explores the influence of inbound open innovation and coupled open innovation on marketing innovation as well as process and organisational innovation in SMEs. Results reveal major differences between small and medium-sized Turkish enterprises with regard to both marketing innovation as well as process and organisational innovation. While inbound open innovation positively influences both, marketing as well as process and organisational innovation, the effects for small-sized enterprises are even higher than for medium-sized ones. Coupled open innovation positively influences both innovation outcomes as well, although the effects for medium-sized enterprises are significantly higher than for smaller ones.

Purpose The understanding of the later stage (i.e. the exploitation phase) in the new product development (NPD) process by companies from emerging markets is underdeveloped. The purpose of this paper is to address this lack and, by drawing upon a data set from Turkish firms, explore how different factors affect the exploitation phase of the NPD process. Design/methodology/approach Multiple hierarchical regression analyses were carried out on a sample of 671 Turkish firms operating in five industries (i.e. information and communication technologies, biomedical, machinery, chemical and plastic, and food and beverage) in the Izmir region (Turkey) to test the hypotheses. Findings Results reveal major differences regarding human capital, leadership, marketing capabilities, and business and institutional networks in terms of the commercialization of newly developed products in domestic and international markets. Originality/value By focusing on the exploitation stage, this paper extents the growing research efforts to study the NPD process of companies in emerging economies other than China by using primary data from Turkey.

Purpose The purpose of this study is to examine the effect of knowledge risk management (KRM) on organizational sustainability and the role of innovativeness and agility in this relationship. Design/methodology/approach The study presents the results of a quantitative survey performed among 179 professionals from knowledge-intensive organizations dealing with knowledge risks and their management in organizations. Data included in this study are from both private and public organizations located all over the world and were collected through an online survey. Findings The results have confirmed that innovativeness and agility positively impact the sustainability of organizations; agility also positively impacts organizational innovativeness. The partial influence of KRM on both innovativeness and agility of organizations has been confirmed as well. Research limitations/implications The paper findings contribute in different ways to the ongoing debates in the literature. First, they contribute to the general study of risk management by showing empirically its role in organizations in the given case of organizational sustainability. Second, by emphasizing the risks related to knowledge, this study contributes to emerging efforts highlighting the particular role of knowledge for sustained organizational development. Third, by linking KRM and organizational sustainability, this paper contributes empirically to building knowledge in this very recent field of study. This understanding is also useful for future development in the field of KM as a whole. Originality/value The paper lays the ground for both a deeper and more nuanced understanding of knowledge risks in organizations in general and regarding sustainability in particular. As such, the paper offers new food for thought for researchers dealing with the topics of knowledge risks, knowledge management and organizational risk management in general.