Human resources management and open innovation adoption in the banking sector: a conceptual model

Salampasis, Dimitrios; Mention, Anne‐Laure; Torkkeli, Marko

doi:10.1504/ijbex.2015.070314

Cited by 16 publications

(18 citation statements)

References 79 publications

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“…In addition, the use of virtual agents increases the level of trust when consumers decide to use the internet when assessing wine as a product. These results echo previous findings that highlighted the role of human resources management in co-creation as well as the moderating role of trust between human resources management and co-creation (Salampasis et al, 2015).…”

Section: Discussionsupporting

confidence: 88%

“…Consumers are viewed as a valuable source of innovation (Füller, 2010). Human resources management is a tool to encourage co-creation practices that facilitate trust, especially from customer perspective (Salampasis et al, 2015).…”

Section: Online Trust In the Virtual Co-creation Contextmentioning

confidence: 99%

“…The present paper proposes to bring together in a single study the human resource (Podmetina et al, 2013) and the trust (Zwass, 2010) dimensions as building blocks behind the success of co-creation processes (Salampasis et al, 2015). More precisely, the research aims to explore the influence of virtual agents on online trust and therefore to understand their roles as a human dimension proxy in a virtual co-creation context.…”

Section: Introductionmentioning

confidence: 99%

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Uncovering the role of virtual agents in co-creation contexts

Castellano

Khelladi

Charlemagne³

et al. 2018

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Purpose The purpose of this paper is to understand the roles of virtual agents in a virtual co-creation context by exploring their influence on online trust. An empirical study is conducted in the French online wine business to analyse the impacts of different dimensions of virtual agents on generating online trust. Design/methodology/approach Primary data were collected through a questionnaire targeting French online wine shoppers. Findings The results demonstrate a positive effect of the utility and hedonic functions of virtual agents on online trust. The findings also confirm the moderating role of the perceived risk. Research limitations/implications The authors’ convenience sample shows a bias towards a lack of familiarity with virtual agents. Practical implications Wine business actors need to consider their customers’ profiles in order to better adapt virtual agents’ functionality and hence improve their customers’ level of online trust while reducing their risk perception. Additionally, understanding virtual agents’ roles can help identify the underlying mechanisms that emerge in a co-creation process. Originality/value The study contributes to a better understanding of the human dimension of co-creation by examining the different roles of virtual agents as sources of customers’ online trust.

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Section: Discussionsupporting

confidence: 88%

Section: Online Trust In the Virtual Co-creation Contextmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Uncovering the role of virtual agents in co-creation contexts

Castellano

Khelladi

Charlemagne³

et al. 2018

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“…According to Bogers et al (2018), there is growing interest in assessing OI at the micro-level or individual-level of organizations (Ahn et al , 2017; Dahlander et al , 2016; Rangus and Černe, 2019; Salter et al , 2015). Previous literature has focused on the organization as the unit of analysis, addressing organizational-level antecedents to OI including absorptive capacity, organizational openness, organizational mindset (Dahlander and Gann, 2010; Laursen and Salter, 2006; Salampasis et al , 2015; West and Bogers, 2014) and various organizational-level mechanisms for obtaining (searching, enabling, acquiring) external knowledge (Lopez-Vega et al , 2016). However, even if organizational mechanisms are in place and supportive for OI, employees must have the capacity (e.g.…”

Section: Introductionmentioning

confidence: 99%

Multicultural skills in open innovation: relational leadership enabling knowledge sourcing and sharing

Engelsberger

Cavanagh

Bartram

et al. 2021

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PurposeIn this paper, the authors argue that multicultural skills and relational leadership act as enablers for open innovation, and thereby examine the process through which teams can utilize multicultural skills to support the development of relational leadership and knowledge sourcing and sharing (KSS) through individual interaction and relationship building. The authors address the following research question: How does relational leadership enable open innovation (OI) among employees with multicultural skills?Design/methodology/approachThis paper applies a multi-level approach (team and individual level) and builds on interviews with 20 employees, middle and senior managers with multicultural experiences, working in open innovation environments.FindingsThe authors’ findings shed light on the process through which social exchange relationships among team members (e.g. R&D teams) and knowledge exchange partners are enhanced by the use of multicultural skills and support the development of relational leadership to facilitate KSS and ultimately OI. The decision for participants to collaborate and source and share knowledge is motivated by individual reward (such as establishing network or long-lasting contacts), skill acquisition (such as learning or personal growth in decision-making) and a sense of reciprocity and drive for group gain. The authors encourage greater human resource (HR) manager support for relational leadership and the development and use of multicultural skills to promote KSS.Research limitations/implicationsDespite the value of our findings, this paper is not without limitations. The authors explained that the focus of this study design was on the work activities of the participants and their skill development and not specific projects or organizations. It was outside the scope of this study to examine variations across organizations and individuals as the authors wanted to focus on multicultural skills and relational leadership as enablers for OI. The authors recommend that future studies extend our research by unpacking how various boundary conditions including relational leadership and multicultural skills impact KSS and OI over the life cycle of innovation teams within large multinational organizations, across countries and ethnicities.Practical implicationsThe study’s findings provide managers with improved understandings of how to enable an individual's willingness and readiness to source and share knowledge through multicultural skills and relational leadership. Managers need to ensure that human resource management (HRM) practices celebrate multicultural skills and support relational leadership in innovation teams. The authors suggest managers engaged in OI consider the components of social exchange as described by Meeker (1971) and utilize reciprocity, group gain, rationality and status consistency to support the emergence relational leadership and KSS in innovation teams.Originality/valueIn this paper, the authors contribute to the dearth of literature on the boundary conditions for OI by examining the role of relational leadership and characteristics/skills of the workforce, namely multicultural skills and contribute to the scarce research on the role of employees with multicultural skills and their impact on OI and present multicultural skills/experiences and relational leadership as enablers for OI.

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“…Gerstlberger et al (2010) highlight academia's neglect of OI's potential for overcoming the crisis. Financialsector OI allows banks to respond to the changes detailed above as more flexible, open, competitive organizations with collaborative organizational culture (Salampasis et al, 2015).…”

Section: Introductionmentioning

confidence: 99%

How open innovation practices drive innovation performance: moderated-mediation in the interplay between overcoming syndromes and capabilities

Bravo

Moreno

García

et al. 2021

JBIM

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Purpose This paper aims to investigate whether and under what conditions open innovation (OI) drives innovation performance (IP) in the financial sector. To this end, the paper first analyzes in-depth the indirect effect of overcoming two attitudinal mediators, namely, not-invented-here syndrome (NIHS) and not-sold-here syndrome (NSHS). It then uses dynamic capabilities theory to hypothesize that the indirect effects are moderated by absorptive and desorptive capabilities, respectively. Design/methodology/approach The authors perform an empirical study of major Spanish financial entities. Data are collected from 288 questionnaires from employees at branches of 13 bank entities. Regression analysis tests the mediating role of overcoming syndromes and the moderated-mediating role of dynamic capabilities in the OI–IP relationship. Findings Results confirm the indirect effect of overcoming NIHS on the relationship between outside-in OI and IP, and the indirect effect of overcoming NSHS on the relationship between inside-out OI and IP. Further, absorptive capacity moderates the indirect effect between outside-in OI practices and IP by overcoming NIHS, and desorptive capacity moderates the indirect effect between inside-out OI practices and IP by overcoming NSHS. Originality/value This paper advances knowledge by explaining discrepancies in the sign of the OI–IP relationship. By introducing comprehensive absorptive and desorptive capacity models to explain OI, it advocates an integrative framework to understand OI activities and their outcomes. Managers should develop these capacities using human talent training and cultural values development to mitigate NIHS and NSHS and optimize firms’ OI efforts and the improved IP benefits derived from them.

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Human resources management and open innovation adoption in the banking sector: a conceptual model

Cited by 16 publications

References 79 publications

Uncovering the role of virtual agents in co-creation contexts

Uncovering the role of virtual agents in co-creation contexts

Multicultural skills in open innovation: relational leadership enabling knowledge sourcing and sharing

How open innovation practices drive innovation performance: moderated-mediation in the interplay between overcoming syndromes and capabilities

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