Purpose Studies have demonstrated the role of organizational culture on innovative performance. However, there is limited focus on the role of adhocracy culture in facilitating open innovation in organizations, especially in small and medium enterprises (SMEs) that are constrained by a lack of adequate resources, making them dependent on dynamic innovative culture such as adhocracy culture. Design/methodology/approach This study used a quantitative methodology, using both exploratory and descriptive methods. Five hundred manufacturing SMEs in Jordan were chosen through systemic random sampling from a registered list of 2,310 manufacturing SMEs. A questionnaire was used as the study’s instrument on these SMEs. In sum, 335 responses (67%) were considered suitable for analysis. Findings This paper supports the previous studies that suggest that the success of open innovation rests largely on creating an effective organizational culture (e.g., adhocracy culture). However, this paper indicates the positive influence of adhocracy culture on the features of open innovation (i.e., inbound innovation, outbound innovation). Originality/value This study contributes to the literature by emphasizing the organizational elements that encourage open innovation in SMEs. It also provides empirical knowledge of a research model that offers SME stakeholders a cost-effective driver for open innovation activities by transforming intangible resources such as organizational culture, namely, adhocracy culture, to boost the competitiveness of their SMEs.
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