Institutional pressure and open innovation: the moderating effect of digital knowledge and experience-based knowledge

Abstract

Purpose When considering the influence of external social, technical and political environments on organizations’ open innovation behavior, especially in emerging markets, institutional theory is especially salient. This study aims to answer the question of how to integrate organizations’ external institutional pressures and internal knowledge structure to mitigate the challenges in the open innovation process. Design/methodology/approach This study uses a sample of 2,126 observations from the 2012 World Bank Enterprise Survey. A multivariate regression model is designed to explore the impact of external institutional pressure (i.e. coercive pressure, mimetic pressure and normative pressure) on open innovation, as well as the moderating effect of digital knowledge and experience-based knowledge. Findings The results show that institutional pressure has a positive role in promoting open innovation; digital knowledge weakens the positive relationship between institutional pressure and open innovation; experience-based knowledge strengthens the positive relationship between institutional pressure (especially coercive pressure) and open innovation. Originality/value This study combines institutional theory and knowledge management to enriches insights into open innovation in emerging markets. Beyond recognizing the inherent multidimensionality of the concept of institutional pressure, this study creates an integrated path for the legitimacy acquiring of enterprises through the knowledge structure design (i.e. digital knowledge and experience-based knowledge). It also deepens the institutional pressure to enable the implementation of digital knowledge to manage open innovation processes.

Explaining the stability of cooperation in agricultural industry chains based on the institutional theory: Multiple mediating effects of perceived value and trust

“…It indicates that the existence of cooperative institutions can exert imitative pressure, mandatory pressure, and normative pressure on agricultural industry chain operators, prompting agricultural industry chain operators to abide by cooperative rules and establish cooperative norms and atmosphere, and help maintain stable cooperative relationships and development trends in agricultural industry chains. This is consistent with the findings of previous studies by Peng et al (2018) and Jiao et al (2021b) on the impact of institutional pressure on behavioral intention.…”

Business Development Strategy for Porang Jember Seeds

“…External environment of the organization. Economic, cultural, social, demographic, environmental, political, government, legal, technical, and other vital factors comprise the external environment [12]- [14]. The external environment influences the product strategy created, the market position and segmentation, the type of services given, and the decision of the business to buy or sell.…”

Intellectual capital's contribution to innovative female agri-start-ups: a multiple case study

“…The originality of the work stems from the analysis of the relationships with the external environment, starting with its stakeholders and including partners that support its path to competitive advantage. Indeed, it could be conceptualized that the new knowledge, in terms of HC (Wang, 2022), is fostered by the relational network of the company (Jiao et al, 2022;Cillo et al, 2019). In Italy, promoting innovation through RC can enable firms, as well as institutional or private organisms that aim to enhance their development, to be ready to seize opportunities in the market and the surrounding environment.…”

“…If IC represents the enterprise's knowledge and ability to use it and innovate (Lo et al, 2020), OI is a process that can help firms to multiply the IC's sources (Chabbouh and Boujelbene, 2020;Chesbrough et al, 2014). This concept emphasizes the strategic importance of managing relationships to exploring and exploiting new knowledge and thus, creating new ideas (Jiao et al, 2022;Cillo et al, 2019). Recently, some scholars have also began to specifically study OI in SMEs, proclaiming it as a necessary innovating strategy for a long-term success to overcome the financial gap and an inspiration from external actors (Torchia and Calabr o, 2019;Gama et al, 2019;Lee et al, 2010).…”