Abstract
The objective of this study was to analyze the effects of openness on the adoption of managerial innovation by Cameroonian companies, as well as comparing the share of managerial innovation resulting from inter-organizational networks of the same group and of different groups. Noting a lack of such a study on Cameroon, this study used data from the Centre de Recherche en Economie et Gestion (CEREG) to achieve the objective. Using a binary probit model and a recursive bivariate probit model, the authors found that, first, a company that collaborates with other companies has an increased probability of 0.37 of adopting new managerial practices, compared to another company that does not collaborate. Second, a company belonging to a group that collaborates with companies of a different group has an increased probability of 0.30 of adopting new managerial practices, compared to a company that only collaborates with companies of the group to which she belongs. Business leaders should cooperate with all market players.
Highlights
Innovation is seen as a major driving force for economic development (Fagerberg, 1987; Wang & Chan, 2013) and even for sustainable development (Shen, Siraj, Jiang, Zhu & Li, 2020)
Concerning the binary Probit model, the authors can notice the fact that when a company opens up to its environment its probability of adopting new managerial practices increases by about 25%
This study found that the previous works used three channels to establish a relationship between openness and managerial innovation: the external pressure channel, the mimicry channel and the knowledge used channel
Summary
Innovation is seen as a major driving force for economic development (Fagerberg, 1987; Wang & Chan, 2013) and even for sustainable development (Shen, Siraj, Jiang, Zhu & Li, 2020). On the other hand, Hamel (2006) presents managerial innovation as a new organization, a new administrative system, new managerial practices or new techniques that can create value for the organization adopting them. It refers to human capital, leadership and performance (Ziadlou, 2020). A company is considered to have innovated at the managerial level if it has adopted new management practices or methods to improve its overall performance (La Roy, Robert & Giuliani, 2013; Montalvan-Burbano, Plaza-Ubeda, Perez-Valls & Sabando-Vera, 2019)
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