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The impact of leadership influence tactics and employee openness toward others on innovation performance
Author(s) -
Rangus Kaja,
Černe Matej
Publication year - 2019
Publication title -
randd management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.253
H-Index - 102
eISSN - 1467-9310
pISSN - 0033-6807
DOI - 10.1111/radm.12298
Subject(s) - openness to experience , social connectedness , business , sample (material) , scope (computer science) , open innovation , transformational leadership , multilevel model , public relations , knowledge management , marketing , psychology , social psychology , political science , chemistry , chromatography , machine learning , computer science , programming language
Despite the vital importance of leadership, employees, and their social interactions in the open‐innovation process, there is scarce evidence on the influence and connectedness of different sub‐firm levels related to open innovation. The aim of this study is to explore the influence of leadership influence tactics and employee openness toward others on innovation performance at the individual and team levels. We applied a multilevel analysis on a sample of 85 employees and their 15 direct supervisors/team leaders. We find that leaders’ building open‐innovation coalitions exhibits a positive cross‐level relationship with employee openness toward others and individual‐level innovative behavior, and also moderates the link between the latter two constructs. Additionally, the leaders’ building open‐innovation coalitions variable is positively related to the team‐level scope of innovations and the team‐level innovation implementation phase.