Relationship between open innovation decision-making and behavioural strategy

Abstract

ABSTRACT The aim of this study was to investigate how decision-making styles affect open innovation in the hospitality industry and whether behavioural strategies have any impact on this relationship. Survey data from 204 managers were analysed using the PLS-SEM method. The results demonstrate the effects of rational and intuitive decision-making styles on open innovation. It was observed that managers with either rational or intuitive decision-making styles were more likely to engage in open innovation. In contrast, objective decision making has an adverse impact on open innovation. Furthermore, most managers opt for the anticipation strategy in behavioural decision making. The relationship between decision-making styles and open innovation was not moderate by any other behavioural decision-making tendencies. The study eventually provides implications for the literature and practice.