No abstract

Open innovation describes how organizations open up their innovation processes for external influence and collaboration. Despite this recent, and increasingly popular, development in the industry as well as in academic literature, the field lacks valid assessment tools. As a supportive organizational climate is argued to be a crucial element for successful implementation of open innovation, we propose in this paper Open Innovation Climate Measure (OICM). This three‐dimensional assessment tool is tested in three units located in a multinational automotive corporation in the process of incorporating open innovation principles in practice.

Purpose The purpose of this paper is to assess innovation in the hotel sector in Sweden and to investigate how structural and organizational factors influence hotel’s likelihood of producing service/product, process, organizational and marketing innovations. Design/methodology/approach This paper is based on responses from 174 hotels with membership in the Swedish hotel association. Responses were collected via a web-based survey. Findings This paper provides insights about the nature and extent of innovations in the hotel sector. Although traditionally considered rigid and non-innovative, around half of the responding hotels produced at least one type of innovation. Most common are service/product and marketing innovations. A hotel’s likelihood of innovating depends largely on structural independence (non-chain), having an explicit innovation strategy and investing in non-traditional R&D. Research limitations/implications Because of the chosen design (convenience sampling), the results of this paper may lack generalizability. Therefore, future research is encouraged to test the hypotheses further. Practical implications Managers in the hospitality industry can influence the production of innovations in the hotel sector. By promoting flexibility, defining and communicating an innovation strategy, and engaging in non-traditional R&D activities, practitioners can better respond to the changing business environment. Originality/value This paper presents a systematic, and internationally recognized, method for assessing four types of innovation in the hotel sector. Its originality stems also from its approach to investigating how key structural and organizational factors, when considered in the same analysis, predict service/product, process, organizational and marketing innovations.

Purpose – The purpose of this paper is to investigate how perceived organizational support (POS) moderates accountability's relationship with job satisfaction. Design/methodology/approach – Self-report data were collected from one organizational sample from the USA and one organizational sample from Sweden. Findings – The results support the hypothesis that POS moderates the relationship between accountability and job satisfaction in the two samples. Specifically, the findings show that accountability relates positively to satisfaction under high support conditions and, in one sample, negatively to satisfaction under low support condition. Research limitations/implications – The current results suggest that social context is vital to a more informed evaluation of how accountability relates to work outcomes. Organizations should show their employees that they care about them. This can be achieved through starting, maintaining, and nurturing those initiatives that are interpreted positively by the employees. Social implications – Scandals represent examples of accountability failures. The implications of these scandals are not merely limited to individual companies and their employees. The wellbeing of the employees is part of the wellbeing of the society. Originality/value – This study offers new insights on the relationship between accountability and job satisfaction. First, it demonstrates how organizational support perception functions as a moderator of this relationship. Second, it reports replicable results from two organizational samples – one from North America and one from Europe.

Open Innovation is considered a ‘hot’ concept in research as well as in industry practice. At the same time, at least two critiques have been raised against the notion: that it is based on old theories and that the term is vague and nonprecise. Based on a bibliometrical analysis, this conceptual paper structures the emerging field of open innovation into two interrelated perspectives; the firm perspective and the ecosystem perspective. By that, it introduces an integrated framework for open innovation and shows how various concepts under the umbrella of open innovation are related to each other. A discussion is presented on how the two perspectives relate to earlier innovation management literature and how they are linked by ‘new’ interaction approaches, such as toolkits, innovation contests, crowdsourcing, and innovation intermediaries