Abstract
This paper examines the role of HR practices in shaping inbound open innovation outcomes through the lens of the competency, motivation and opportunity (CMO) model. The paper investigates the aforementioned associations by considering the intervening roles of organizational learning culture and knowledge sharing. The data were collected from managers working in different sectors in the United Kingdom. The findings reveal positive linkages between the different types of HR practices studied and establish the mediating mechanisms of organizational learning culture and knowledge sharing. This study contributes to the current body of knowledge by developing and empirically testing an integrated model of open innovation that is at the intersection of four broad areas – strategic HRM, organizational learning, knowledge management, and innovation management. By identifying processes that can improve the odds of success in the open innovation paradigm, this study can assist managers in designing more effective strategies.
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