Trust embeddedness within an open innovation mindset

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

doi:10.1504/ijbg.2015.066099

Cited by 19 publications

(25 citation statements)

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“…The priority of an organization is to create a safe working environment that bracket with the strategic goal of the organization, via employee's motivation, incentives and participation. From an organizational perspective, the management of employees and their knowledge is an essential element in the organizational ability for achieves its goal (Salampasis et al, 2015).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Human resource practices and organizational innovation capability: role of knowledge management

Iqbal

Rasheed

Khan

et al. 2020

VJIKMS

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Purpose The purpose of this paper is to probe and explore the mediation role of knowledge management (KM), in the relationship between human resource (HR) practices and organizational innovation capability. Design/methodology/approach The investigation is carried out by using a stratified-multi-stage sampling technique of 120-sample size. The data is amassed by both male and female employees working in the service sectors. A structural equation modelling is applied, and three methods are implemented for mediation analysis. Findings The findings suggest that the mediation role of KM is statistically significant, among the association of HR practices and organizational innovation capability. The fact that the mediation role of KM is established both for male and female employees is also noteworthy. Practical implications It can be possible to enhance the organizational innovation capability, if the HR practices are instigated by the HR managers effectively. Through HR practices the knowledge can be administrated and shared effectively that will aid in attaining organizational innovation, as well as competitive advantages. Originality/value The developing countries have opted for solutions such as empowering employees in decision-making to maximize innovation. Promoting KM and intellectual capabilities are now among the core parts of the HR policies for developing countries. Therefore, this paper will help in bringing awareness amid developing countries, Pakistan, in particular, to include KM and intellectual capabilities for increasing organizational capabilities.

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Section: Theoretical Backgroundmentioning

confidence: 99%

Human resource practices and organizational innovation capability: role of knowledge management

Iqbal

Rasheed

Khan

et al. 2020

VJIKMS

View full text Add to dashboard Cite

show abstract

“…While the majority of research has taken place at the organisational level, we shift our focus of OI to the micro-level as there is a growing interest in assessing OI at the individual level of the organisation (Bogers, Foss and Lyngsie 2018;Gassmann, Enkel and Chesbrough 2010;Paul, Roijakkers and Mortara 2017). To do this, we introduce OI mindset (von Briel and Recker 2017;Gomezel and Rangus 2018;Salampasis, Mention and Torkkeli 2015) as a new concept that is critical for organisations engaging in OI. We define OI mindset as an individual's values, attitudes, and beliefs that capture an individual's openness towards KSS inside and outside the organisational boundaries that are used as knowledge structures to make decisions regarding KSS which is critical to OI performance.…”

Section: Introductionmentioning

confidence: 99%

“…OI research has theoried the importance of SHRM by suggesting that employees' characteristics and SHRM can influence the implemention of OI (Bogers et al 2017(Bogers et al , 2018Salampasis et al 2015). A few studies have also empirically examined the human intra-organiational aspects of OI (Papa et al 2018;Corral de Zubielqui et al 2019).…”

Section: Introductionmentioning

confidence: 99%

Human resources management and open innovation: the role of open innovation mindset

Engelsberger

Halvorsen

Cavanagh

et al. 2021

Asia Pac J Human Res

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There is growing interest in the role of strategic human resource management (SHRM) in managing employees and supporting their capacity for innovation in high-tech firms. In this paper, using dynamic capabilities theory we examine the role of SHRM in supporting open innovation (OI) performance of employees in four US multinational technology firms. We introduce OI mindset as a new concept that is critical for organisations engaging in OI and conceptualise it as consisting of values, attitudes, and beliefs that capture an individual's openness towards knowledge sourcing and sharing inside and outside organisational boundaries. We examine the mediating role of OI mindset on the relationship between SHRM and OI performance. Our results confirm three hypotheses and that OI mindset mediates the relationship between SHRM and OI performance. These findings demonstrate the utility of OI mindset and the important role of SHRM in predicting OI performance. We draw implications for theory and HR practice in the Asia-Pacific region.

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“…From a psychological point of view, innovating in teams means sharing risks and rewards with others and this implies trusting the other members of the team (Shamah and Elsawaby, 2014; Salampasis et al, 2015) and collaborating with them (Sawyer, 2008; Ceschi et al, 2017d). This is not always an easy thing to achieve, as trust and collaboration are among those psychological and relational characteristics that need proper training to be developed (Sartori and Ceschi, 2013), trust being the belief that someone or something is reliable, good, honest, effective, etc., while collaboration means working with others to do a task and to achieve shared goals.…”

Section: What Competences For What Organizational Innovationmentioning

confidence: 99%

How Do You Manage Change in Organizations? Training, Development, Innovation, and Their Relationships

et al. 2018

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The article aims to be a reflective paper on the interconnected concepts of training, development and innovation and the potential they have in dealing with change in organizations. We call change both the process through which something becomes different and the result of that process. Change management is the expression used to define the complex of activities, functions, and tools (such as training courses) through which an organization deals with the introduction of something new that is relevant for both its survival and growth. Training and development are labels used to define those educational activities implemented in organizations to empower the competences of workers, employees and managers in the lifelong learning perspective of improving their performance. Consequently, we define competences as those personal characteristics that allow people to be effective in the changing contexts of both workplace and everyday life. They are also necessary in organizational innovation, which is the process of transforming ideas or inventions into goods or services that generate value and for which customers will pay. Training, development, and innovation are three different but interconnected functions by which organizations manage change. What is the state of the art of the literature dealing with these topics? Here, is a critical review on the matter.

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Trust embeddedness within an open innovation mindset

Cited by 19 publications

References 0 publications

Human resource practices and organizational innovation capability: role of knowledge management

Human resource practices and organizational innovation capability: role of knowledge management

Human resources management and open innovation: the role of open innovation mindset

How Do You Manage Change in Organizations? Training, Development, Innovation, and Their Relationships

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