Final published version
Research output: Contribution to Journal/Magazine › Journal article › peer-review
Research output: Contribution to Journal/Magazine › Journal article › peer-review
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TY - JOUR
T1 - Strategizing open innovation
T2 - How middle managers work with performance indicators
AU - Pfister, Jan A.
AU - Jack, Sarah L.
AU - Darwin, Solomon N.
PY - 2017/9/30
Y1 - 2017/9/30
N2 - Open innovation (OI) has become an established business practice followed by many organizations and industries. This paper extends understanding about how middle managers work with performance indicators to strategize OI by taking a bottom-up perspective in the organization. It draws on interviews carried out with eighteen (upper-level) middle managers from different global and internationally recognised organizations. Through an abductive study, we compare how these middle managers reason about their work with performance indicators to mobilise top managers towards an OI strategy. Findings show that the situational nuances middle managers find themselves in, such as the extent of strategic support for an OI strategy by top managers and the degree to which OI practices are adopted, plays a critical role in influencing how they work with performance indicators. According to these situational nuances, we distinguish different OI contexts which affect how middle managers reason about their work with performance indicators. We label the different types of reasoning as abstaining, initiating, expanding, restructuring, and retaining.
AB - Open innovation (OI) has become an established business practice followed by many organizations and industries. This paper extends understanding about how middle managers work with performance indicators to strategize OI by taking a bottom-up perspective in the organization. It draws on interviews carried out with eighteen (upper-level) middle managers from different global and internationally recognised organizations. Through an abductive study, we compare how these middle managers reason about their work with performance indicators to mobilise top managers towards an OI strategy. Findings show that the situational nuances middle managers find themselves in, such as the extent of strategic support for an OI strategy by top managers and the degree to which OI practices are adopted, plays a critical role in influencing how they work with performance indicators. According to these situational nuances, we distinguish different OI contexts which affect how middle managers reason about their work with performance indicators. We label the different types of reasoning as abstaining, initiating, expanding, restructuring, and retaining.
KW - Strategizing
KW - Open innovation
KW - Middle manager
KW - Performance measurement
KW - Performance indicators
KW - Accounting
U2 - 10.1016/j.scaman.2017.06.001
DO - 10.1016/j.scaman.2017.06.001
M3 - Journal article
VL - 33
SP - 139
EP - 150
JO - Scandinavian Journal of Management
JF - Scandinavian Journal of Management
SN - 0956-5221
IS - 3
ER -