Employee-level open innovation in emerging markets: linking internal, external, and managerial resources

Research output: Contribution to journalJournal articleResearchpeer-review

Standard

Employee-level open innovation in emerging markets : linking internal, external, and managerial resources. / Badir, Yuosre F. ; Frank, Björn; Bogers, Marcel.

In: Journal of the Academy of Marketing Science, 09.08.2019.

Research output: Contribution to journalJournal articleResearchpeer-review

Harvard

Badir, YF, Frank, B & Bogers, M 2019, 'Employee-level open innovation in emerging markets: linking internal, external, and managerial resources', Journal of the Academy of Marketing Science. https://doi.org/10.1007/s11747-019-00674-6

APA

Badir, Y. F., Frank, B., & Bogers, M. (2019). Employee-level open innovation in emerging markets: linking internal, external, and managerial resources. Journal of the Academy of Marketing Science. https://doi.org/10.1007/s11747-019-00674-6

Vancouver

Badir YF, Frank B, Bogers M. Employee-level open innovation in emerging markets: linking internal, external, and managerial resources. Journal of the Academy of Marketing Science. 2019 Aug 9. https://doi.org/10.1007/s11747-019-00674-6

Author

Badir, Yuosre F. ; Frank, Björn ; Bogers, Marcel. / Employee-level open innovation in emerging markets : linking internal, external, and managerial resources. In: Journal of the Academy of Marketing Science. 2019.

Bibtex

@article{f77a084ba3a345e880fe6995333423fe,
title = "Employee-level open innovation in emerging markets: linking internal, external, and managerial resources",
abstract = "Leveraging external sources of knowledge has become a vital element of innovation strategy, especially in emerging markets, where many firms lack the sophisticated knowledge required to innovate. However, extant research in this domain puts little emphasis on emerging economies and also typically treats openness as a firm-level concept. In contrast, this study investigates how individual employees rely on both internal and external knowledge to increase their innovative work output (and, secondarily, their customer acquisition performance) and how their supervising manager’s characteristics moderate these mechanisms. Using hierarchical linear modeling of data collected from 123 employees and 50 managers in telecommunications companies in the emerging market of Vietnam, we find support for our hypothesized relationships. These findings have important implications for research and practice as they highlight the role of the individual employee in open innovation, the need for considering a more distributed set of organizational functions, and the relevance for emerging markets.",
author = "Badir, {Yuosre F.} and Bj{\"o}rn Frank and Marcel Bogers",
year = "2019",
month = "8",
day = "9",
doi = "10.1007/s11747-019-00674-6",
language = "English",
journal = "Journal of the Academy of Marketing Science",
issn = "0092-0703",
publisher = "Springer New York",

}

RIS

TY - JOUR

T1 - Employee-level open innovation in emerging markets

T2 - linking internal, external, and managerial resources

AU - Badir, Yuosre F.

AU - Frank, Björn

AU - Bogers, Marcel

PY - 2019/8/9

Y1 - 2019/8/9

N2 - Leveraging external sources of knowledge has become a vital element of innovation strategy, especially in emerging markets, where many firms lack the sophisticated knowledge required to innovate. However, extant research in this domain puts little emphasis on emerging economies and also typically treats openness as a firm-level concept. In contrast, this study investigates how individual employees rely on both internal and external knowledge to increase their innovative work output (and, secondarily, their customer acquisition performance) and how their supervising manager’s characteristics moderate these mechanisms. Using hierarchical linear modeling of data collected from 123 employees and 50 managers in telecommunications companies in the emerging market of Vietnam, we find support for our hypothesized relationships. These findings have important implications for research and practice as they highlight the role of the individual employee in open innovation, the need for considering a more distributed set of organizational functions, and the relevance for emerging markets.

AB - Leveraging external sources of knowledge has become a vital element of innovation strategy, especially in emerging markets, where many firms lack the sophisticated knowledge required to innovate. However, extant research in this domain puts little emphasis on emerging economies and also typically treats openness as a firm-level concept. In contrast, this study investigates how individual employees rely on both internal and external knowledge to increase their innovative work output (and, secondarily, their customer acquisition performance) and how their supervising manager’s characteristics moderate these mechanisms. Using hierarchical linear modeling of data collected from 123 employees and 50 managers in telecommunications companies in the emerging market of Vietnam, we find support for our hypothesized relationships. These findings have important implications for research and practice as they highlight the role of the individual employee in open innovation, the need for considering a more distributed set of organizational functions, and the relevance for emerging markets.

U2 - 10.1007/s11747-019-00674-6

DO - 10.1007/s11747-019-00674-6

M3 - Journal article

JO - Journal of the Academy of Marketing Science

JF - Journal of the Academy of Marketing Science

SN - 0092-0703

ER -

ID: 226122292