Leveraging a Robust Innovation Culture: Building Internationalisation-Based Open Innovation in Australian Firms

Abstract

This study investigates the interaction between human capital, a crucial element of organizational culture, and innovation practices of firms operating in varying internationalisation environments. The aim was to analyse how a firm’s business model facilitates the implementation of successful innovation practices within the telecommunications sectors’ different institutional environments. Data for the study were gathered from the Australian telecommunication firms by means of a questionnaire survey and analysed using the OLS regression. The results of the empirical analysis depicted three elements of the robust innovation culture (resilience, competence, and globalism) that affect business innovation model and organisation’s innovation practices in varying internationalisation contexts. Distinct skillsets for firms’ low vs. high internationalised environments are identified, especially resilience for inbound and globalism for outbound innovation practices. These findings emphasize the need for targeted skill development aligned with a firm’s innovation-internationalisation strategy. Furthermore, this study offers a comprehensive, comparative analysis of managerial knowledge and skills (resilience, competence, globalism) within organisation’s innovation culture. This framework could assist practitioners and academics in tailoring skills development to specific innovation practices (inbound, couples, and outbound) across varying internationalisation contexts