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This study aims to contribute to the open innovation (OI) literature by investigating the transitions between three phases in the OI process (i.e. idea generation, idea promotion and idea realization) and how these are moderated by different forms of shared leadership (i.e. transactional, and transformational) as perceived by participants in the OI process.

The authors tested a set of hypotheses using moderated mediation PLS-SEM models on a bootstrapped sample of OI participants (N = 173).

The authors found a direct relationship between idea generation and realization, as well as indirectly through idea promotion. This study implies that the promotion of ideas by participants can be beneficial in inter-organizational OI teams, as promotion of ideas provides a linkage between the generation of ideas and the idea realization phase. However, while shared leadership has been shown to be beneficial in conventional teams, the authors found evidence that this may not be the case in inter-organizational OI teams. Higher levels of shared transformational leadership from colleagues with whom employees do not share the same organizational background may hamper the promotion of ideas.

In contrast to the mainstream view, the authors found significant evidence that transformational shared leadership negatively moderates the direct relationship between idea generation and the promotion of ideas and the indirect relationship between idea generation and realization via idea promotion.

This study aims to explore how online reviews and users’ social network centrality interact to influence idea popularity in open innovation communities (OICs).

This study used Python to obtain data from the LEGO Innovation Community. In total, 285,849 reviews across 4,475 user designs between March 2019 and March 2021 were extracted to test this study’s hypotheses.

The ordinary least square regression analysis results show that review volume, review valence, review variance and review length all positively influence idea popularity. In addition, users’ in-degree centrality positively interacts with review valence, review variance and review length to influence idea popularity, while their out-degree centrality negatively interacts with such effects.

Drawing on the interactive marketing perspective, this study employs a large sample from the LEGO community and examines user design and idea popularity from a community member’s point of view. Moreover, this study is the first to confirm the role of online reviews and user network centrality in influencing idea popularity in OICs from a social network perspective. Furthermore, by integrating social network analysis and persuasion theories, this study confirms the interaction effects of review characteristics and users’ social network centrality on idea popularity.

This study’s results highlight that users should actively interact and share with reviewers their professional product design knowledge and/or the journey of their design to improve the volume of reviews on their user designs. Moreover, users could also draw more attention from other users by actively responding to heterogeneous reviews. In addition, users should be cautious with the number of people they follow and ensure that they improve their in-degree rather than out-degree centrality in their social networks.

This study integrates social network analysis and persuasion theories to explore the effects of online reviews and users’ centrality on idea popularity in OICs, a vital research issue that has been overlooked.

The purpose of this paper is to extend current discussion on the drivers of innovative work behavior (IWB) by exploring how individual perceived diversities (visible dissimilarity and cognitive group diversity) and climates (team/clan and innovative/entrepreneurial) impact IWB.

Data had been collected from a cross-national study of working professionals (n = 584) from five different cultural contexts.

Findings of this study indicated that cognitive group diversity mediated the negative relationship between visible dissimilarity and IWB. Further, both innovative/entrepreneurial and team/clan climates moderated the relationship between visible dissimilarity and cognitive group diversity. Such a moderation effect reduced the negative effect that visible dissimilarity had on IWB.

A cross-sectional single-source data set.

From a managerial perspective, climates (team/clan and innovative/entrepreneurial) are central for IWB in the diverse (visible and cognitive) working environment. Thus, organizations should pay attention to create a climate (team/clan or/and innovative/entrepreneurial) that reduces the negative impact of perceived diversity in the working environment while supporting IWB.

This study is the first of its kind that is based on social categorization theory, empirically examining how different types of diversity (visible dissimilarity and cognitive group diversity) simultaneously reduce individuals’ IWB. Furthermore, this paper provides insights that climates (team/clan and innovative/entrepreneurial) are crucial for IWB in the diverse working environment.

Although we know that HRM practices can have a huge impact on employees’ innovative work behaviour (IWB), we do not know exactly which practices make the difference and how they affect IWB. Thus, the purpose of this paper is to determine the best HRM practices for boosting IWB, to understand the theoretical reasons for this, and to discover mediators and moderators in the relationship between HRM practices and IWB.

Based on a systematic review of the literature, the authors carried out a content analysis on 27 peer-reviewed journal articles.

Working with the definitions and items provided in the articles, the authors were able to cluster HRM practices according to the ability-motivation-opportunity framework. The best HRM practices for enhancing IWB are training and development, reward, job security, autonomy, task composition, job demand, and feedback.

The results of this study provide practical information for HRM professionals aiming to develop an HRM system that generates innovative employee behaviours that might help build an innovative climate.

A framework is presented that aggregates the findings and clarifies which HRM practices influence IWB and how these relationships can be explained.

This paper aims to explore whether the principles behind improvement methods and the underlying learning orientations of ambidexterity have the potential to support the managing of ideas for implementation.

By combining improvement methods and ambidexterity, this study presents a pragmatic framework for innovative working with a scientific underpinning linked to organizational learning.

The descriptive stages in the plan-do-check-act method for improvement are instructive in their focus on progress and helpful in untangling the more explanatory nature of ambidexterity to frame innovative working.

Although the framework’s usefulness for innovative working is subject to future studies, the implementation, validation and results of the framework in pilot research may contribute to the body of knowledge.

The proposed framework can be used in teaching the key role of strategic leadership to explore and exploit over time. The framework has the potential to guide innovative working in practice by making better use of the employees’ tacit knowledge in such a way that they are empowered to explore new ways of defining problems and searching for solutions to improve organizational performance. The results of the implementation will impact the employees’ quality of life.

This study advances the current understanding of how the seemingly contradictory activities of exploration and exploitation can model an integrative learning approach.

This paper analyzes how the distribution and structure of employees' attention influence idea survival in an organizational internal crowdsourcing session.

Data from an online internal crowdsourcing session carried out within a multinational company with headquarters in Sweden were used to explore how idea attention influenced idea survival.

Our findings indicate that the positive relationship between attention allocation and idea survival is mediated by idea appreciation, i.e. positive comments and suggestions that employees provide in response to ideas. In addition, we find that competition for attention negatively moderates the relationship between idea attention and positive comments. Finally, our results indicate that ideas are more likely to survive if they are submitted earlier in the crowdsourcing process and when the elapsed time since previously posted ideas in the session is longer.

This study provides organizers of internal crowdsourcing sessions with new insights about factors influencing idea survival and about potential systematic biases in idea selection due to timing and competition between ideas.

This paper contributes to the literature highlighting the relevance of attention-based theory in the context of crowd-based creativity and innovation management.

This paper aims to analyze factors based on organizational knowledge management (KM; transactional memory systems and knowledge-oriented leadership [K-OL]) that help firms to mitigate conflicts based on task management at work, with the aim to improve their innovation capabilities (IC). The knowledge-based view of the firm, conflict management theory and cognitive collective engagement theory have been used to build a model of relationships that connects the development of positive KM contexts and management of dysfunctional conflict with IC improvement.

Data survey collected from inland hotel establishments in Spain is used to test seven hypotheses by means of structural equations modeling, applying the partial least squares technique. Direct, indirect and mediating relationships between variables are examined from the structural path model.

The results confirm that, as expected, IC improve when K-OL and transactive memory systems (TMSs) are properly implemented by hotel establishments, which leads them to reduce negative effects of task management conflict (TMC). Significant direct effects are found between the key variables of the study and also a significant indirect effect between K-OL and IC through TMS reinforcement and the mitigation of TMC.

This paper provides useful ideas for hotel managers about how to improve KM contexts in their establishments while avoiding TMC. Efforts devoted to creating those contexts by hotel establishments are shown to be effective to improve their IC and create competitive advantages.

The analysis of IC improvement by studying TMC mitigation had not been researched to date by the KM literature. The consideration and testing of a model that integrates KM-related tools such as K-OL and TMS to avoid TMC in the hotel industry is the main contribution of this study.

New opportunities to nurture good ideas for innovation arise as firms use web-based ideation platforms for collective idea generation and development. What influences creative performance in firm-internal collective idea development is however not as well researched as idea generation and thus an important area of research is the feedback and commenting on ideas. More specifically, the purpose of this paper is to explore the role of feedback timeliness and knowledge overlap between feedback providers and ideas in collective firm-internal online idea development.

An empirical study has been performed, drawing on data collected from a Swedish multi-national company using a web-based system for collective firm-internal ideation. The investigation explicitly captures the effects on ideation performance played by idea development contributions, in terms of feedback timeliness and knowledge overlap between feedback providers and ideas.

The empirical results show that idea development is significantly influenced by feedback timeliness as well as by the knowledge overlap between feedback providers and ideas. Specifically, it is found that longer time to feedback and an increased knowledge overlap result in an increased likelihood of idea acceptance. However, beyond a certain point, the positive effects of a longer time to feedback and increased knowledge overlap decrease, resulting in curvilinear relationships with idea acceptance.

The results do not only shed new light on theory about collective idea development, but also provides management implications for collective firm-internal ideation. As the data used in the study has been collected in one single firm, care should be taken in generalizing the results to other domains.

The results inform managers that it is not always better to involve more individuals in these emergent and distributed ideation systems, but that it might be beneficial to take measures to exercise some control in terms of when distributed and diverse employees can freely join in and out, especially considering the diversity of ideas, comments and creators.

The results from the empirical study reveal the effects of feedback timeliness and knowledge overlap on idea development. This provides us with new insights on the complex dynamics at place in collective firm-internal idea development and offers implications for how we can fruitfully manage this process.

In this study the authors investigate the relationship of both social (SLMX) and economic (ELMX) leader–member exchange with innovative work behaviour (IWB) and the potential moderating effect of having a paradox mindset. A paradox mindset facilitates the recognition of tensions and the integration of competing demands and goals, which may fuel IWB.

At two points in time the authors gathered survey data from employees working in the mid and back office of a Dutch bank.

SLMX associates with innovative behaviour, whilst ELMX does not. However, when paradox mindset is included as a moderator, the authors find negative interaction effects of paradox mindset with both ELMX and SLMX.

The findings indicate that management should be aware of the impact that having a paradox mindset has on the innovative work behaviour of employees. Managers are well advised to assess the extent to which an employee entertains a paradox mindset and adjust the type of leadership appropriate to the situation, and in particular adjust the intensity of their exchange relationship with these employees.

Paradox mindset acts as a substitute for an employee's social relationship with the leader, as paradox mindset captures most of the variation in IWB, thereby drawing influence away from SLMX. This finding complements studies showing that a person's mindset can greatly influence innovative work behaviour.

The subject of innovation in public service has been gaining attention in Brazilian scientific practice and production. This paper aims to identify national studies on innovation in public administration and increase the level of knowledge about the subject, as well as to inspire new research and promote advances in theoretical and practical knowledge about innovation in the public sector.

The present study has a descriptive purpose, quantitative nature and was performed through a bibliometric study based on the protocol proposed by Cronin et al. (2008). Documentary data were collected from scientific articles, and quantitative techniques for descriptive statistics were used to analyze the results. Were selected Brazilian scientific journals classified with Qualis equal to or higher than B1, in the area of Public Administration and Business, Accounting and Tourism, in the quadrennium 2013-2016; a total of 164 journals searched.

The results herein indicate a research gap that should be filled by more theoretical studies. Also, they point to the need for multimethod research studies that promote the evaluation of product and process innovation, especially related to the phases of invention and implementation.

Few studies have covered public administration and, especially, innovation reviews; none of these studies focused on innovation in the Brazilian public sector, as proposed by this research; the period of analysis and coverage of journals used as search criteria also differ from other reviews in the area of innovation and public sector.