Unleashing digital innovation performance: the three-way interaction of inbound open innovation, learning from innovation failure and data-driven insights

The present study investigates the direct impact of learning organizations on organizational innovations and investigates the mediating mechanism of change self-efficacy between learning organizations and organizational innovations. Furthermore, this study proposes adaptive leadership as a moderator between learning organizations, change self-efficacy, and organizational innovations. Three hundred seventy-three permanent employees from the pharmaceutical industry voluntarily participated. Data was collected using a simple random sampling technique through the temporal separation method (One-month interval between two temporal separations). SPSS v.25, AMOS v.22, and Smart-PLS were utilized to analyze reliability, validity, descriptive statistics, and correlations, and PROCESS-macro v3.4 was used for direct, indirect (mediation), and interaction (moderation) effects analysis. The study supports the hypothesized link between learning organizations and organizational innovations. In addition, change self-efficacy partially mediates the learning organizations − organizational innovations relationship. Moreover, adaptive leadership moderates the association between learning organization and organizational innovation, learning organizations and change self-efficacy, and change self-efficacy and organizational innovations relationship. The study's findings suggest that adaptive leadership is imperative not only for higher change self-efficacy of the individuals but also helps the organizations for organizational innovations with the utilization of learning organizations phenomenon. Additionally, this study highlights the importance of change self-efficacy, which plays a vital role in learning organizations for organizational innovations.Supplementary InformationThe online version contains supplementary material available at 10.1007/s12144-023-04669-z.

¿Innovation counts very much¿ has been discussed more that thirty years. Most scholars consider innovation one of the cores in modern management and strategy. There have been many empirical studies on organizational innovation from viewpoint of organizational culture. And some studies focus on that from organizational structure. This study discusses over the relationships among organizational culture, structure, learning, and innovation. The samples in the study come from fourteen financial holding companies in Taiwan. The findings are presented in the study. Organizational culture has significantly positive impact on organizational learning and innovation. Organizational learning has significantly positive influence on organizational innovation.

The purpose of this research is to investigate whether job satisfaction plays a mediating role in the relationship between learning organization and organizational innovation. To perform this research, questionnaires were used to collect data from 20 insurance companies in Jordan listed on the Amman Stock Exchange. Data were analyzed using the Statistical Package for Social Sciences, with descriptive analysis used to obtain general information about the employees and linear regression analysis used to test the research hypotheses. The results of this research indicate that learning organization positively impacts job satisfaction, that job satisfaction has a significant impact on organizational innovation, and that learning organization has a significant impact on organizational innovation. Further, job satisfaction was found to play a mediating role in the relationship between learning organization and organizational innovation. This research’s findings suggest that insurance companies that operate as learning organizations and seek improvements in their innovativeness should take employee job satisfaction into account. This research is important for companies seeking to improve the innovativeness of their employees. It shows that this can be encouraged by becoming a learning organization and concurrently improving employees’ job satisfaction.

Purpose This study aims to explore the relationship between organisational knowledge (OK) and innovation failures, as well as their connection to future innovation capability, while testing the moderating effect of knowledge spillovers (KS) on these two previous relationships. Design/methodology/approach The data set used in this study comes from the Community Innovation Survey (CIS), which has been widely used in innovation research. The CIS is a harmonised questionnaire based on the Oslo Manual, with methodological recommendations specified by Eurostat, and includes questions on a range of topics related to innovation activities. This study used the CIS2018, which covers 2016–2018 and includes 100,115 companies with more than 10 employees from 14 european union (EU) countries (Bulgaria, the Czech Republic, Germany, Estonia, Greece, Spain, Croatia, Hungary, Lithuania, Latvia, Malta, Portugal, Romania and Slovakia). Findings Using logistic and linear regression models, the authors find that OK can effectively decrease innovation failures. However, after a failure, firms are more likely to pursue new, innovative projects only if KS is considered a moderator in the relationship between innovation failures and innovative capacity. The authors did not observe statistical significance in the KS moderation effect between OK and innovation failure. In other words, a company does not attempt to learn solely from a failure but should seek new knowledge to analyse what went wrong. Therefore, knowledge transfer that promotes discussion and learning from unexpected outcomes is vital for a firm to continue innovating successfully. Originality/value This research contributes to the understanding of the impact of failure on innovation from a knowledge-based perspective, examining how different failure mechanisms can diminish future innovation, despite growing interest in how failure can promote it.

This study seeks to explore the impact of Learning Organization on Organizational Innovation, with Knowledge Management and Self-Efficacy examined as mediating variables, focusing specifically on university lecturers in Indonesia. Adopting a quantitative approach, the research utilized a survey method to collect data from 178 participants, selected using the Slovin formula. Data was collected using structured questionnaires and analyzed with Partial Least Squares Structural Equation Modeling (PLS-SEM). The results indicate that Learning Organization has a strong and positive effect on Organizational Innovation, both directly and indirectly. Notably, Knowledge Management serves as a partial mediator, enhancing the link between Learning Organization and innovation outcomes. In contrast, Self-Efficacy did not show a statistically significant mediating effect. These findings highlight the critical role of cultivating an organizational culture that promotes ongoing learning and the strategic application of knowledge management practices to foster long-term innovation. The study provides important insights for higher education institutions, particularly in enhancing organizational learning, refining knowledge management systems, and designing initiatives that promote innovation-driven environments.

Purpose The purpose of this research work was to illustrate what nature of organizational processes and initiatives were detrimental to the fructification of technology innovation in organizations. The authors examined the set of organizational practice processes which caused organizational technology-based innovation actions to fail. Design/methodology/approach The authors of this research article undertook a multi-method study. They conducted personal interviews (PIs) with various stakeholders who undertook innovation initiatives in organizations that failed. The PI data was content analyzed for themes regarding comprehending the factors that contributed to organizational innovation initiatives’ failure. Further, the authors conducted focus group discussions with executives involved in innovation projects. The data collected was again content analyzed for themes. Findings The authors found that organizational technology innovation initiatives failed for multiple reasons. These reasons were because of lack of voice to key employees in innovation teams, poor allotment and rationing of firm slack resources toward innovation initiatives, lack of organizational vision from innovation expectation, poor assessment parameters for judging innovation outcome, improper feedback during innovation process to team members, lack of awareness of macro and industry level changes, lack of open and interactive communication, poor team selection and such others. Research limitations/implications The authors in this research study explored the failure of managing technology innovation initiatives in organizations based upon the integrated theoretical perspective of strategy as a process and practice, and dynamic management capabilities. The theoretical contribution was achieved by addressing only the elements wherein innovation failures accrued. This was both in the structural organizational hard processes as well as the cultural soft aspects in organizations. These were inherent in the formal rules and informal norms and values of organizations. Practical implications The authors in the literature found substantive insights regarding what managers needed to do to make technology innovation work in organizations. However, there was paucity of literature regarding what managers ought not to do toward killing organizational technology innovation initiatives. The findings of this study could help managers comprehend what managers should refrain from doing to make good of organizational technology-based innovation practices happen. Social implications The world requires more technological innovation, especially when it is focused on addressing the social needs of the economically and socially disadvantaged. Generally, most technological innovation initiatives fail. Given this context, it was important to study innovation management failures so that the lessons learned from this could benefit organizations and the broader society they serve. Originality/value This was one of the first empirical, multi-method studies to investigate the failure of organizational technology-based innovation initiatives. This research thus integrated the perspective of organizational innovation and strategy as a process and practice. Accordingly, this study offered an integrated perspective on technology-based innovation and strategic management in firms, conceptualized through a process and practice framework.

Organizational learning and innovation: A bibliometric analysis and future research agenda

Purpose: This study analyses transformational leadership on organisational performance. Organisational learning and organisational innovation as a link to create improvements in organisational performance in manufacturing companies. Methodology: This quantitative descriptive collected data using survey, with a 5-point likert scale questionnaires. Participants were 121 employees of a company. They were recruited out of a total of 191 employees from all positions in the company. Data were analysed using path analysis with the SEM-PLS method, performed using SmartPLS 3.2.9 software. Findings: The results of the study explain that transformational leadership has an effect on organisational learning and does not have an effect on organisational innovation. Organisational learning has an effect on organisational innovation and organisational performance. Organisational innovation has an effect on organisational performance. Research Limitation: Research is limited to aspects of leadership, organisation and innovation. The research object was carried out at manufacturing companies that require learning and innovation processes as mediation of organisational performance. Originality/Value: The study can serve as a reference for company leaders that transformational leadership style play a significant role in improving organisational performance, and the implementation of organisational learning is crucial to encourage innovation creation.

Aim/Purpose: The purpose of this study is to investigate the relationship between knowledge management (KM) and organizational innovation (OI). It also enriches our understanding of the mediating effect of organizational learning (OL) in this relationship. Background: KM’s relationship with OL and OI has been tackled extensively in developed countries’ literature. Nowadays, the challenges of developing countries lie in the process of knowledge application. This study attempts to develop a new managerial knowledgeable tool and present a theoretical model and empirical analysis of the relationship between KM and innovation in Jordan, a developing country. To the knowledge of the author, no attempt has been taken to investigate this relationship in any Jordanian sector. Methodology: The sample of this study consists of 457 managers representing strategic, tactical, and operational levels randomly selected from 56 manufacturing companies in Jordan. A questionnaire-based survey has been developed based on KM, OL and OI literature to collect data. A structural equation modeling (SEM) approach was applied to investigate the proposed research model. Contribution: This study contributes to the literature in different ways. First, it asserts that OL assists in improving OI in manufacturing organization of developing countries. Second, it highlights the substantial benefits of applying KM, OL and OI in manufacturing companies in Jordan. Furthermore, it enhances the relationship between KM and innovativeness’ literature by providing empirical evidence, suggesting that OL is as important as KM to advance organizational innovation. Most importantly, it identifies the problem of a developing economy which is not promoting OL or taking care of it as much as they attended to KM in their organizational practices. Findings: Study findings indicate that the relationship between KM and OI is significantly positive. Results also reveal that the relationship between KM and organizational learning is significantly positive. Empirical results emerging from this study indicate that there is partial mediation to support the relationship between OL and OI. Recommendations for Practitioners: This study suggests that managers ought to recognize that organizational learning is equally important to KM. This entails that OL should be utilized within organizations to achieve organizational innovation. Moreover, managers ought to comprehend their importance and encourage their employees to adopt knowledge from various sources; which, if implemented correctly, will enhance the OL environment. Recommendation for Researchers: The research model can be used or applied in different manufacturing and service sectors across the globe. The findings of the current study can serve as a foundation to perform different studies to understand KM processes and recognize its antecedence. Impact on Society: This study presents insights on how to apply KM, OL and OI methodologies in Jordanian manufacturing companies to achieve a competitive advantage; hence, positively influencing society. Future Research: Future research may include conducting a similar study in the context of developed countries and developing countries which allows for comparison. Also, future research may examine the impact of KM on organizational performance applying both OL and OI as mediating variables.

This independent research has three main objectives: (1) to examine the factors impacting organizational performance, (2) to examine the impact of organizational learning on organizational innovation, (3) to help management to encourage and support organizational learning and oganizational innovation among employees. The researcher used quantitative questionnaires distributed to 141 people and interviewed 13 people. The researcher employed Simple Linear Regression and Multiple Linear Regression to analyze data from the questionnaire and contents analysis for the interviews. The quantitative findings indicated that organizational innovation has more impact on organizational performance than organizational learning. Moreover, the researcher found that organizational learning impacts organizational innovation while the qualitative findings implied that the organization should promote organizational learning and innovation to improve organizational performance. Based on the findings, it is recommended that (1) the organization should establish better and proper reward policies for new ideas and innovations proposed by employees and (2) it should provide more well-designed wellness programs to retain employees and create multiple recruiting strategies to attract talents and (3) the organization should encourage employees to improve their professional competencies actively.

PurposeIn the era of hyper-competitiveness, firms, especially project-based management structures, have to focus on ideas for both new and existing sets of products and services, i.e. ambidextrous innovation. The ambidextrous innovation can be helpful, but achieving such a level is a problem to be solved. This study aims to yield ambidextrous innovation by using innovative culture and knowledge that has been gained from learning.Design/methodology/approachThe present research collected data from Saudi Arabian public-sector firms. The data collected is analyzed using the partial least squares structural equation modeling (PLS-SEM).FindingsThe findings of the study suggest that a range of factors can be operationalized in project-based firms to establish organizational learning and innovation culture. These factors include agile-based project management, leveraging existing innovative capabilities and growth mindset in case of innovative organizational culture and additional factors of agile-based knowledge management along with others in case of organizational learning. The PLS-SEM further concluded that both organizational learning and innovative organizational culture, in turn, help project-based Saudi Arabian public-sector firms to develop their ambidextrous innovation capability.Originality/valueThe PLS-SEM further concluded that both the organizational learning and innovative organizational culture, in turn, help project-based Saudi Arabian public-sector firms to develop their ambidextrous innovation capability.

Influence of personal mastery on organizational performance through organizational learning and innovation in large firms and SMEs

This study mainly investigates the relationships among organizational culture, knowledge acquisition, organizational learning and organizational innovation. We choose the Top 100 Financial Enterprises published by Common Wealth Magazine in 2005 as the population. 785 questionnaires were issued and 449 valid replies were received. The research results indicate that the organizational learning serves as a partial mediator between organizational culture and organizational innovation. In addition, this article finds that organizational culture has effect on organizational learning and innovation through knowledge acquisition. And organizational learning has a full mediation effect on knowledge acquisition and organizational innovation.

The post-pandemic economic situation forces companies to have breakthroughs to compete with competitors. This is a big enough problem for most MSMEs in Indonesia, including UD Sumber Dwi Jaya Food, which is engaged in the snack food sector in Lampung. Weak market conditions coupled with high raw material prices have forced UD Sumber Dwi Jaya Food to learn and innovate regarding its products. This will boost organizational performance so MSMEs can compete and increase their profits. This study aims to analyze the effect of organizational learning on organizational performance through organizational innovation. The population in this study were 38 employees of UD Sumber Dwi Jaya Food, all of whom were used as research samples. The method used in this research is using PLS-SEM analysis. Organizational learning can drive organizational performance because the organization can become a medium for employee learning and development. On the other hand, organizational innovation cannot encourage organizational performance or strengthen the relationship between organizational learning and organizational performance. The culture of innovation in SMEs is not going well, because low results for the innovation culture indicator. Not many innovations occur in SMEs, so this affects employee perceptions at work. This is interesting, considering that, in theory, organizational Innovation can improve organizational performance.

The purpose of this study was to investigate the relationship between knowledge characteristics and organizational innovation with mediating role of organizational learning and knowledge integration. In this regard, staff and managers of Sadra (Iran Marine Industrial Company) as the selected population and 250 of them were selected for sample. Questionnaire was used for data collection using confirmatory factor analysis for assessing validity, and Structural Equation Models (SEM), with Partial Least Squares (PLS) model was used to test the hypotheses. The results showed that there is a significant positive relationship between all variables. It can be said that knowledge characteristics has significant and positive effect on organizational learning, innovation and knowledge integration. Also significant effect of organizational learning on innovation is confirmed. In the other word, organizational learning and knowledge integration mediate the relationship between knowledge characteristics and organizational innovation.