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The objective of this article is to analyze the mediating role of innovation capability—both radical and incremental—between technological turbulence and digital innovation ecosystem performance, considering the impact of cross-organizational knowledge sabotage. Despite the enthusiasm surrounding digitization, the high failure rate (80%) of digital transformation projects has received limited attention. This alarming statistic indicates a potential rise in opportunistic behaviors within organizations. We hypothesize that employees seeking to reduce the risk of being displaced by digital technologies, may not only hide knowledge, as previously observed, but also engage in knowledge sabotage by disseminating inaccurate information during the co-creation of digital innovations within the digital innovation ecosystem.

The study employed structural equation modeling to examine moderated mediation using survey data collected from 148 firms, mainly from sectors of high to medium levels of digital intensity.

The most significant finding indicates that cross-organizational knowledge sabotage considerably reduces the only mediating effect, namely that of incremental innovation capability.

Our study presents a novel perspective by investigating the phenomenon of cross-organizational knowledge sabotage. Unlike prior research, which primarily identified the existence of knowledge hiding, our findings suggest that employees are not only willing to withhold information but also to disseminate inaccurate information to external partners. Consequently, our research extends the boundaries of the existing knowledge field by demonstrating that cross-organizational knowledge sabotage has repercussions that extend beyond intra-organizational impacts, as previously recognized. It also adversely affects the outcomes of collaborative work within the digital innovation ecosystem.

Digital technology is increasingly important in enhancing organizational agility (OA). Institutional theory and resource-based view were harmonized to analyze firms' adoption of digital technologies. However, previous studies on OA have revealed that external pressures imply the imposition of barriers or technological standards that ultimately restrict OA. This study employs this double theoretical lens to investigate the mediation role of business analytics capability (BAC) in the relationship between co-innovation (CO), i.e. open innovation in digital platforms, and OA, as well as the negative moderating effect of external pressure for artificial intelligence adoption (EPAIA) on this mediation.

Structural equation modeling was used to test the moderated mediation with survey data from 229 firms.

The main result indicates that 72% of OA variance is explained by the effect of CO that is transmitted by the mediator (BAC). However, contrary to the authors' expectations, EPAIA only has a positive moderating effect along the path between BAC and OA.

This work contradicts the prevalent notion of the negative consequences of external pressures for artificial intelligence adoption. Specifically, this study's findings refute the notion that institutional pressures are the source of technical problems that disrupt CO and BAC integration and reduce OA. In contrast, the unexpectedly positive effect of EPAIA may indicate that this type of external pressure can be viewed as a significant sign and an opportunity for the company to adopt the industry's most advanced and effective digital transformation practices.

This paper aims to analyze the moderating effect of technological turbulence caused by artificial intelligence on the relationship between the traditional knowledge management strategies of personalization (tacit knowledge) and codification (explicit knowledge), and organizational improvisation, which refers to the firm's ability to generate ideas and respond to changes in the technological environment in real time. Until now, individuals have played a key and indispensable role in organizational improvisation since they are the owners of tacit knowledge and users of explicit knowledge.

The research model was tested in a sample of firms from sectors in which the adoption of intelligent robots is growing.

Both personalization and codification have a positive and significant influence on improvisation, the former to a greater extent. Nevertheless, when technological turbulence caused by artificial intelligence occurs, the relationship between personalization and improvisation is weakened, whereas the link between codification and improvisation is strengthened.

Contrary to the pre-digital literature consensus, explicit knowledge is becoming the new major driver of organizational improvisation, while tacit knowledge sharing is losing strength and relevance. This finding may be a first indication that intelligent robots are the new exponents of improvisation for their ability to respond to changes in the environment in real time because of a combination of explicit knowledge, beyond being a mere support tool for humans.

This study aims to analyze the mediating effect of the open innovation processes of knowledge acquisition and exploitation as external embeddedness strategy on the relationships between strategic orientation toward digitalization and the three dimensions of the innovation capability: client, marketing and technology.

The research model was tested using a structural equation modeling design based on survey data from a financial and insurance sector multinational enterprise with direct operations in seven emerging countries. This sector is classified as being highly digitalized.

The results show that strategic orientation toward digitalization has an effect on innovation capability, with a greater impact on the client and technology dimensions than on the marketing dimension. However, the relationships with clients and technology are partially mediated by acquisition, while the one with marketing is mediated by exploitation.

This finding widens the current purpose and theoretical sense of external embeddedness as a type of inter-organizational arrangement key for digitalization in the literature, which is focused on the adaptation of digital technology of the head office to the needs of the subsidiaries and the systems of their local allies. By contrast, the study results show that external embeddedness is key for the multinational to be able, from its global way of creating value through digital technologies, not only to improve operating efficiency, but also to meet costumer experience expectations in each host country and innovate in local commercialization strategies, on account of the knowledge transfer between the multinational and the local players on customer preferences and technology uses in local markets.

As a key driver of organizational agility, open innovation allows for improving time-to-market and complexity, which are the mechanisms that most significantly lower the risk of knowledge expropriation in emerging markets. For this reason, there is concern about the negative impacts of hiding knowledge in the context of inter-organizational collaborative work. Therefore, the research goal is to analyze the moderating effect of the three types of knowledge hiding (playing dumb, evasive hiding and rationalized hiding) on the relationship between open innovation (both inbound and outbound) and agility.

The research model was tested with survey data from a sample of 248 companies located in an emerging country, mostly from sectors of high turbulence in demand and technology.

None of the three types of knowledge hiding has a negative effect on the relationship between open innovation and agility. Surprisingly, evasive hiding has a positive and significant effect, specifically on the relationship between inbound open innovation and agility.

The study contributes to the discussion on the contradictory influence of knowledge hiding. Although the presence of knowledge hiding in business relationships with their external partners is undeniable, this research makes clear that, when faced with the particular need to be agile, businesses recognize that the benefits of open innovation in terms of time-to-market improvement and complexity outweigh the protectionism underlying hiding. Moreover, the study results suggest evasive hiding is essential for the inbound process to use time effectively and avoid wasting it in discussions that do not promote agility.

The discussion on co-innovation inhibitors usually focuses on external actors’ opportunism, related to the loss of intellectual property. However, from the organizational Machiavellianism perspective, inhibitors are not external as the company itself is a source of constraints. Unfortunately, there is a lack of research studies examining the possible negative impact of organizational Machiavellian behavior such as amorality or distrust and desire for control, which could destroy external partners’ trust and commitment. This paper aims to analyze the effect of organizational Machiavellianism on the relationship between co-innovation and innovation performance (product and process innovation).

Structural equations were used to test the research model using survey data from a sample of companies located in an emerging country with a high risk of corruption.

Surprisingly, distrust and desire for control do not moderate the relationship between co-innovation and innovation performance, but do have a positive and direct effect on innovation performance. Conversely, amorality has a negative moderating effect on this relationship.

The study reveals that amorality is an evident constraint of the positive impact of co-innovation, as it diminishes the amount and quality of external actors’ contributions in terms of new ideas and knowledge. In contrast, distrust and desire for control alert the firm about opportunistic behavior by external partners such as technology providers, who may induce the firm to adopt an inadequate technological standard in line with their commercial interests.

This paper aims to analyze the moderating effect of knowledge leakage on the relationship between absorptive capacity and co-innovation, which implies collaborative work and knowledge exchange with external actors on virtual innovation platforms.

The research model was tested in a sample of companies through the use of structural equations by the partial least squares method.

The results confirm that absorptive capacity is a prior condition for co-innovation. However, the most interesting and surprising result has to do with knowledge leakage, which actually has a negative moderating effect, but whose size is modest, which dismisses the great damages that such leakage could generate.

This study is pioneering in analyzing knowledge leakage in the context of virtual innovation platforms, which occurs in a different manner as compared to leakage in the context of collaborative research and development, widely analyzed in the literature. However, the main contribution of the paper lies in the fact that the results evidence the existence of an intermediate position between the traditional approach that insists on demonstrating the devastating consequences of the leakage and the emerging approach that dismisses these negative repercussions and conceives leakage as a positive organizational phenomenon, natural and inherent to the interaction of the firm with the environment. The results also contradict recent empirical evidence that completely dismisses the negative repercussions of knowledge leakage in contexts where incremental innovations prevail.

Currently, it is commonly accepted that information technology capabilities (ITC) positively influence organizational agility. Nevertheless, studies have recently started to demonstrate that different organizational factors mediate this relation under the controvertible assumption that companies are capable of responding quickly to market changes using their IT in combination with other internal resources. Therefore, companies have given very little attention to collaborative work with external partners. The purpose of this study is to analyze the mediating effects of the acquisition and exploitation capabilities of open innovation on the information technology capabilities – organizational agility relationship.

Structural equation modeling was used to test the proposed model with survey data from a multinational corporation that operates in South American emerging economies in the pension and savings businesses.

This study found that only the open innovation capability of exploitation has a partial mediating effect. This means that this organizational ability serves as a bridge so that IT capabilities can have a positive incidence on organizational agility.

This paper adopts a more novel study focus that emphasizes the importance of collaborative work and of the use of external resources that are implicit in open innovation capability. On the other hand, this organizational ability implies external embeddedness, which is usually approached mainly from the network theory in the international business literature; however, this study offers a more interesting study focus in which externally oriented organizational abilities such as open innovation are more important for external embeddedness than are the size and quality of the external network.

Competitor orientation (CO) has been considered as a traditional driver of innovation performance (IP), being an important source of innovative ideas. Nevertheless, the slowness of the analytical information processing implicit in CO has been recently questioned in the literature, given the internal resistance in firms to use knowledge coming from rivals. Hence, the purpose of this study is to analyze the mediating effect of emotional capability (EC), which is believed to help overcome this barrier by improving the use of knowledge from such innovation source.

Structural equation modeling through the partial least squares method was used to test the research model with survey data from a sample of 123 firms.

Contrary to what was assumed, EC mediation is partial and CO has a very significant and direct influence on IP. Nonetheless, the fact that EC mediation accounts for 28% of the total effect of CO on IP indicates that EC plays a complementary role in terms of making the information processing on rivals more agile and intuitive, as well as reducing internal resistance.

When competitor information is analyzed and used to improve innovation outcomes, a culture where first impressions or hunches expressed by employees must be encouraged and legitimized.

The development of EC is an alternative way of maximizing the exploitation of the competition as source of innovation. Ignoring its role implies wasting a representative percentage of the benefits of information coming from this external actor, thereby missing the opportunity to capitalize on innovation results.

There has been a great interest in the literature in understanding the incidence of information technology capabilities (ITC) on innovation performance (IP). Recently, it has been proven that this relationship is mediated by organizational factors requiring an additional effort in terms of information processing in a rational and analytical manner, including strategic market orientation and absorptive capacity; however, the role of emotions in this discussion has not been widely addressed. A scenario in which emotions are inhibited, in particular, emotional capability (EC), prevents the activation of other forms of cognition relating to intuition, experience and empathy. Therefore, the purpose of this paper is to analyze the mediating effect of EC on the relationship between ITC and IP.

The authors analyzed the statistical significance of the indirect effects through structural equations.

The results show the existence of partial mediation of EC. Therefore, it is evidenced that less rational constructs, such as EC, serve as a bridge between ITC and IP, on account of the improvement in information processing, the level of information technology (IT) use and virtual communication.

This finding is quite significant because it forces innovation researchers and practitioners to reconsider the prevailing study perspective that explores only analytical mediators, which implies an additional effort in terms of rational processing of information. All this because there is a risk of accentuating the cognitive overload and increasing the levels of stress that lead employees to stop receiving and using information provided by IT services, which compromises the possibility of obtaining better results in innovation.

En la literatura ha habido un gran interés por analizar la incidencia de las capacidades de tecnologías de información (CTI) en el desempeño innovador (DI). Recientemente ha quedado claro que esta relación está mediada por factores organizacionales que implican un esfuerzo adicional en términos de procesamiento racional y analítico de información, entre ellos, la orientación estratégica al mercado y la capacidad de absorción. Sin embargo, el papel de las emociones en esta discusión no ha sido considerado. Un escenario en el que la capacidad emocional (CE) no está siendo considerada supone la no activación de otras formas de cognición relacionadas con la intuición, la experiencia y la empatía. Por lo tanto, el propósito de este artículo es analizar el efecto mediador de CE en la relación entre CTI y DI.

Se analizó la significancia estadística de los efectos indirectos mediante ecuaciones estructurales

Los resultados muestran la existencia de una mediación parcial de CE. Por lo tanto, queda evidenciado que constructos menos racionales como la capacidad emocional sirven como un puente entre CTI y el DI, por cuenta de la mejora en el procesamiento de la información, el nivel de uso de tecnologías de la información y la comunicación virtual.

Este hallazgo es bastante interesante dado que obliga a los investigadores y profesionales dedicados a la innovación a reconsiderar la perspectiva de estudio hegemónica que explora únicamente mediadores analíticos, lo cual implica un esfuerzo adicional en términos de procesamiento racional de la información. De este modo, se maximiza el riesgo de acentuar la sobrecarga cognitiva e incrementar los niveles de estrés que llevan a los empleados a dejar de recibir y utilizar la información proveniente de los servicios de TI, lo que compromete la posibilidad de obtener mejores resultados en innovación.

Transformación digital, Procesamiento de información, Pensamiento intuitivo y analítico, Innovación digital, Inteligencia emocional, COVID-19

Trabajo de investigación

Tem havido um grande interesse, na literatura, em compreender a incidência das capacidades das tecnologias da informação (CTI) no desempenho da inovação (DI). Recentemente, ficou comprovado que esta relação é mediada por fatores organizacionais que demandam um esforço adicional em termos de processamento da informação de uma forma racional e analítica, incluindo a orientação estratégica do mercado e a capacidade de absorção. Contudo, o papel das emoções nesta discussão não tem sido amplamente abordado. Um cenário em que as emoções são inibidas, em particular, a capacidade emocional (CE), impede a ativação de outras formas de cognição relacionadas com a intuição, a experiência e a empatia. Portanto, o objetivo do documento é analisar o efeito mediador da capacidade emocional na relação entre a CTI e a DI.

Analisámos o significado estatístico dos efeitos indiretos através de equações estruturais.

Os resultados mostram a existência de uma mediação parcial da CE. Portanto, é evidenciado que construções menos racionais como a CE servem de ponte entre o CTI e a DI, devido à melhoria do processamento da informação, do nível de utilização das TI e da comunicação virtual.

Esta descoberta é bastante significativa porque obriga os investigadores e profissionais da inovação a reconsiderarem a perspectiva de estudo predominante que explora apenas os mediadores analíticos, o que implica um esforço adicional em termos de processamento racional da informação. Tudo isto porque existe o risco de acentuar a sobrecarga cognitiva e aumentar os níveis de estresse que levam os funcionários a deixarem de receber e utilizar a informação fornecida pelos serviços de TI, o que compromete a possibilidade de obter melhores resultados na inovação.

Transformação digital, Processamento da informação, Pensamento intuitivo e analítico, Inovação digital, Inteligência emocional, COVID-19

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