Does organizational structure facilitate inbound and outbound open innovation in SMEs?

被引：83
|
作者：
Gentile-Luedecke, Simona [1 ]
Torres de Oliveira, Rui [2 ]
Paul, Justin [3 ]
机构：
[1] Heilbronn Univ Appl Sci, Reinhold Wurth Hsch, Campus Kunzelsau,Daimlerstr 35, D-74653 Kunzelsau, Germany
[2] Queensland Univ Technol, Sch Business, Australian Ctr Entrepreneurship, Brisbane, Qld 4000, Australia
[3] Univ Puerto Rico, San Juan, PR 00936 USA
来源：
SMALL BUSINESS ECONOMICS | 2020年 / 55卷 / 04期
关键词：
Open innovation; SMEs; Evolutionary theory of organizations; Organizational structure; RESEARCH-AND-DEVELOPMENT; MEDIUM-SIZED ENTERPRISES; ABSORPTIVE-CAPACITY; FIRM PERFORMANCE; DEVELOPMENT COOPERATION; SERVICE INNOVATION; BUSINESS STRATEGY; VALUE CREATION; MEDIATING ROLE; KNOWLEDGE;
D O I：
10.1007/s11187-019-00175-4
中图分类号：
F [经济];
学科分类号：
02 ;
摘要：
Based on the evolutionary theory of the firm, this paper examines how traditional variables that describe a firm's organizational structure-formalization, specialization, and centralization-affect the adoption of inbound and outbound open innovation. Using a cross-sectional survey of Chinese small and medium enterprises, our study shows that organizational structure matters for open innovation and that formalization, specialization, and centralization have diverse effects on the OI practices implemented by SMEs. Results indicate thatspecializationandcentralizationhave a critical role in open innovation practices as they both foster the use of inbound and outbound open innovation.Formalizationnegatively affects outbound, but it is positively associated with inbound open innovation.
引用
收藏
页码：1091 / 1112
页数：22
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