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Strategizing open innovation: How middle managers work with performance indicators

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Strategizing open innovation : How middle managers work with performance indicators. / Pfister, Jan A.; Jack, Sarah L.; Darwin, Solomon N.

In: Scandinavian Journal of Management, Vol. 33, No. 3, 30.09.2017, p. 139-150.

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Pfister JA, Jack SL, Darwin SN. Strategizing open innovation: How middle managers work with performance indicators. Scandinavian Journal of Management. 2017 Sep 30;33(3):139-150. Epub 2017 Sep 17. doi: 10.1016/j.scaman.2017.06.001

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Bibtex

@article{3df3fa026b904c5c83dab126746b9c98,
title = "Strategizing open innovation: How middle managers work with performance indicators",
abstract = "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.",
keywords = "Strategizing, Open innovation, Middle manager, Performance measurement, Performance indicators, Accounting",
author = "Pfister, {Jan A.} and Jack, {Sarah L.} and Darwin, {Solomon N.}",
year = "2017",
month = sep,
day = "30",
doi = "10.1016/j.scaman.2017.06.001",
language = "English",
volume = "33",
pages = "139--150",
journal = "Scandinavian Journal of Management",
issn = "0956-5221",
publisher = "Elsevier Limited",
number = "3",

}

RIS

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 -