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Article
Publication date: 18 May 2018

Daria Podmetina, Klas Eric Soderquist, Monika Petraite and Roman Teplov

From the organisational perspective, the authors know that management, including innovation management, becomes less “organised” by bureaucracy and administrative tools, and much…

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Abstract

Purpose

From the organisational perspective, the authors know that management, including innovation management, becomes less “organised” by bureaucracy and administrative tools, and much more impacted by organisational capabilities, competences and hidden, “soft” routines, bringing innovation and creativity to the core of organisation. The purpose of this paper is to focus on competency sets for open innovation (OI) and is to provide recommendations for OI competency development in companies, linked to the core OI processes.

Design/methodology/approach

The research is exploratory and aims at theory-based practical indication combining deductive identification of competency clusters and inductive model development. Thus, the authors apply quantitative methods to data collection and analysis. The authors conducted an extensive literature review on competence challenges with regard to execution of OI, and empirical data analysis based on a large-scale structured industrial survey in Europe (N=264), leading to the development of competency sets for companies. SPSS tools are applied for empirical tests.

Findings

The authors develop a generic OI competency model applicable across industries, combined with organisational implications for sustaining OI management capabilities. The research clusters competencies based on the empirical analysis, which addresses the various challenges of OI, leading to recommendations for competency management in an OI context.

Research limitations/implications

The data were collected from one key informant per company. Although the authors made efforts to ensure that this was a senior manager responsible for innovation, the authors cannot exclude some bias in the way that OI activities and related competencies are perceived. Exploratory nature of the research, which calls for a more systematic investigation of the OI activity modes and the OI competencies resulting competency model. In particular, the competencies could be tested on an inter-professional sample of employees with involvement in and/or responsibility for innovation, development, and HR management, as well as on leaders of innovating companies. Third, although significant in size for the analyses undertaken, the sample is not large enough to enable a more fine-tuned analysis of regional differences across Europe in the way that OI is managed through the development and implementation of competencies.

Practical implications

The research contributes to the OI management field with an outlined OI competency profile that can be implemented flexibly and tailored to individual firm’s needs. It brings indications for both further theory building and practice of innovation organisation, especially with regard to human resource development and organisational capability building for OI.

Social implications

The social implications of the paper result from the contribution to innovation management competency development in OI regimes, which is an important tool for designing contemporary educational programmes, contributes to OI management sophistication in business which is especially important during the economy slowdown and search for new sources of growth and productivity, and supports firms productive engagement in OI ecosystems and collective technology upgrading towards higher societal benefits and stakeholder involvement.

Originality/value

An empirically grounded OI competency model is proposed with an implication to support human resource development for OI. To the best of the authors’ knowledge, there has been no prior attempt to build such a model. The distinguished feature of the research is its extensive European coverage of 35 countries and multinational scope. The empirical validation strategy makes the research extremely relevant for management decisions related to human factors related OI capability development in organisations.

Details

Management Decision, vol. 56 no. 6
Type: Research Article
ISSN: 0025-1747

Keywords

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Article
Publication date: 17 June 2009

Juha Vaatanen, Daria Podmetina and Rajesh K Pillania

Russia is one of the fastest growing emerging economies and large Russian companies, mainly resource exporters, have entered the global markets in recent years. The…

817

Abstract

Russia is one of the fastest growing emerging economies and large Russian companies, mainly resource exporters, have entered the global markets in recent years. The internationalization process of Russian enterprises and its implications on foreign direct investment paradigms have attracted global interest. This paper studies the effect of internationalization on the performance of large Russian companies (state‐owned, privatized and de‐novo). The results show that international operations have a significant effect on company performance indicators. Companies with international operations have significantly higher profitability and labor productivity. However, profitability or labor productivity is not significantly higher in the early years of trade liberalization. The positive effects grow gradually with the integration of Russian companies to world markets. Specifically, the expansion of the de‐novo private sector has been strong.

Details

Multinational Business Review, vol. 17 no. 2
Type: Research Article
ISSN: 1525-383X

Keywords

Available. Content available

Abstract

Details

Management Decision, vol. 56 no. 6
Type: Research Article
ISSN: 0025-1747

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