Open Innovation in R&D Departments [electronic resource] : An Analysis of Employees’ Intention to Exchange Knowledge in OI-Projects /
Nedon, Verena.author.
Based on interviews with R&D managers and a survey amongst R&D employees, Verena Nedon shows that perceived social pressure has an immense impact on R&D employees working in OI-projects. Employees’ attitude (regardless of whether positive or negative) and perceived behavioral control play an important, but not dominant role. The study also implies that intrinsic motivators have a stronger effect on employees’ willingness to engage in knowledge exchange with external partners than extrinsic components. By targeting a set of relevant questions related to the human side of open innovation, the study significantly contributes to the micro-foundation of OI-research and sheds light on the hitherto neglected perspective of employees engaged in OI-projects. The findings are relevant for scholars, companies already following the OI-approach, and OI-newcomers.  Contents Knowledge Exchange in OI-Projects Individual Behavior Theory of Planned Behavior Managerial Implications  Target Groups Researchers and students of Innovation Management (Open Innovation), R&D, and Business Psychology People who are interested in Innovation Management (Open Innovation), R&D, and Project Management  The Author Verena Nedon does research on open innovation at the Institute of Technology and Innovation Management (TUHH), focusing on knowledge exchange between R&D employees and external partners in OI-projects.
Description based upon print version of record.
Foreword; Acknowledgement; Table of Contents; List of Tables; List of Figures; List of Abbreviations and Symbols; 1 Introduction; 1.1 Research Motivation and Objective; 1.2 Research Approach and Contribution; 1.3 Structure of Dissertation; 2 Conceptual Foundation; 2.1 Open Innovation; 2.1.1 From Closed Innovation to Open Innovation; 2.1.2 Prior Research with Focus on External Innovation Sources; 2.1.3 Current Developments in OI-Research; 2.2 Knowledge Management; 2.2.1 Perspectives on Knowledge; 2.2.2 Elements of Knowledge Management; 2.2.3 Knowledge Exchange
2.3 Research Gap and Derivation of Research Questions2.4 Chapter Summary; 3 Theoretical Foundation; 3.1 Theory of Planned Behavior; 3.1.1 Attitude; 3.1.2 Subjective Norm; 3.1.3 Perceived Behavioral Control; 3.1.4 Intention; 3.1.5 Behavior; 3.2 TPB and Knowledge Exchange - A Literature Review; 3.3 Hypotheses and Research Model; 3.3.1 Theory of Planned Behavior; 3.3.2 Enjoyment in Helping; 3.3.3 Sense of Self-Worth; 3.3.4 Reciprocity; 3.3.5 Rewards; 3.4 Chapter Summary; 4 Research Design and Operationalization; 4.1 Research Approach; 4.2 Selection of Companies
4.3 Qualitative Pre-Study (Interviews)4.3.1 Data Collection and Sample; 4.3.2 Method of Data Analysis; 4.4 Quantitative Study (Online Survey); 4.4.1 Operationalization of Constructs; 4.4.2 Pre-test; 4.4.3 Data Collection; 4.4.4 Data Cleansing, Data Preparation and Final Sample; 4.4.5 Method of Data Analysis; 4.5 Chapter Summary; 5 Findings from Qualitative Pre-Study (Interviews); 5.1 Open Innovation from an R&D Perspective; 5.2 Setting up OI-Projects; 5.3 Searching and Choosing OI-Partners; 5.4 Basic Conditions for OI-Projects; 5.5 Benefits and Challenges of Open Innovation
5.6 Chapter Summary6 Findings from Quantitative Study (Online Survey); 6.1 Data Distribution and Bias Treatment; 6.1.1 Data Distribution; 6.1.2 Bias Treatment; 6.2 Descriptive Results; 6.3 Findings from an Open-Ended Question; 6.4 Measurement Model; 6.4.1 Reflective Constructs; 6.4.2 Formative Constructs; 6.5 Structural Model; 6.5.1 Evaluation of Structural Model and Hypotheses; 6.5.2 Evaluation of Control Variables; 6.6 Chapter Summary; 7 Discussion; 7.1 RQ1: R&D Perspective on Open Innovation; 7.2 RQ2: Determinants of R&D Employees' Intention to Exchange Knowledge in OI-Projects
7.3 RQ3: Motivational Factors with Positive Influence on R&D Employees' Willingness to Exchange Knowledge in OI-Projects8 Conclusions; 8.1 Contribution to Academic Research; 8.1.1 Contribution to Open Innovation Research and the TBP; 8.1.2 Contribution to Knowledge Management Research; 8.1.3 Contribution to Motivation Theory; 8.2 Managerial Implications; 8.2.1 Recommendations Related to Attitude ("Want"); 8.2.2 Recommendations Related to Subjective Norm ("Shall"); 8.2.3 Recommendations Related to Perceived Behavioral Control ("Can"); 8.3 Limitations and Suggestions for Further Research
References
Includes bibliographical references.
Based on interviews with R&D managers and a survey amongst R&D employees, Verena Nedon shows that perceived social pressure has an immense impact on R&D employees working in OI-projects. Employees’ attitude (regardless of whether positive or negative) and perceived behavioral control play an important, but not dominant role. The study also implies that intrinsic motivators have a stronger effect on employees’ willingness to engage in knowledge exchange with external partners than extrinsic components. By targeting a set of relevant questions related to the human side of open innovation, the study significantly contributes to the micro-foundation of OI-research and sheds light on the hitherto neglected perspective of employees engaged in OI-projects. The findings are relevant for scholars, companies already following the OI-approach, and OI-newcomers.  Contents Knowledge Exchange in OI-Projects Individual Behavior Theory of Planned Behavior Managerial Implications  Target Groups Researchers and students of Innovation Management (Open Innovation), R&D, and Business Psychology People who are interested in Innovation Management (Open Innovation), R&D, and Project Management  The Author Verena Nedon does research on open innovation at the Institute of Technology and Innovation Management (TUHH), focusing on knowledge exchange between R&D employees and external partners in OI-projects.
Management.
Industrial management.
Economic policy.
Innovation/Technology Management.
R & D/Technology Policy.