Please use this identifier to cite or link to this item: http://hdl.handle.net/20.500.12216/259
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dc.contributor.authorNaqshbandi, M.M.en_US
dc.contributor.authorTabche, I.en_US
dc.date.accessioned2018-08-15T08:52:43Z-
dc.date.available2018-08-15T08:52:43Z-
dc.date.issued2018-08-
dc.identifier.urihttp://hdl.handle.net/20.500.12216/259-
dc.description.abstractResearchers have used several constructs to explain the success and failure of organizations’ open innovation initiatives. Building upon the resource-based view of the firm, we develop a model to explain how leadership interacts with absorptive capacity and organizational learning culture to influence open innovation outcomes. The model is tested empirically using data sourced from managers working in diverse sectors in India. Results reveal that empowering leadership leads to enhanced open innovation outcomes through the intervention of organizational learning culture. Results, however, do not confirm a significant impact of the interaction of organizational culture and absorptive capacity on open innovation. A discussion of these findings along with implications for theory and practice is presented. © 2018 Elsevier Inc.en_US
dc.language.isoenen_US
dc.publisherElsevier Inc.en_US
dc.relation.ispartofTechnological Forecasting and Social Changeen_US
dc.relation.volume133en_US
dc.relation.firstpage156en_US
dc.relation.lastpage167en_US
dc.titleThe interplay of leadership, absorptive capacity, and organizational learning culture in open innovation: Testing a moderated mediation modelen_US
dc.typeArticleen_US
dc.identifier.doi10.1016/j.techfore.2018.03.017-
dc.identifier.urlhttps://www.scopus.com/inward/record.uri?eid=2-s2.0-85047248360&doi=10.1016%2fj.techfore.2018.03.017&partnerID=40&md5=f722af6abd4985177628bafbf98136ad-
item.grantfulltextnone-
item.fulltextNo Fulltext-
crisitem.author.deptDubai Business School-
crisitem.author.deptDubai Business School-
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