Perspective: Leveraging Open Innovation through Paradox

© 2018 Product Development & Management Association In search of fresh ideas, firms increasingly engage with external contributors in open innovation collaborations. However, research has found that such collaborations frequently fail, and has pointed to conflicting demands of control and openness. On the one hand, firms want controlled and selective participation, clarity of purpose, and a choice of ideas based on their own current capacity and value appropriation strategies. On the other, their external contributors tend to want open and unfettered participation, the creative potential of the idea per se, and unrestricted knowledge sharing. This article proposes to shift the conceptual frame from looking at the tensions between control and openness as problems to looking at them as synergies. Drawing on the literature of open innovation and organizational paradox, this article contributes a novel perspective on open innovation that suggests how firms can leverage open innovation collaborations through paradox by combining practices based on differentiation and integration

Organizational attractiveness after identity threats of crises: how potential employees anticipate social identity

This study examines how organizations shape potential employees’ social identity prior to joining the organization. This is relevant in light of growing demands for knowledge workers together with a lack of knowledge about the determinants of employer attractiveness for this group. Our study uses different organizational crises as identity-threatening events and extends current research by showing how such events influence potential employees’ anticipations about social identity, as well as their perceptions of the organization’s attractiveness. Empirical evidence from our scenario-based experiments in the United Kingdom and the United States shows that identity changes occurring from organizational crises reduce organizational attractiveness and that anticipated self-continuity and anticipated self-esteem mediate this relationship. The effects become stronger with increasing crisis responsibility. More surprisingly, our qualitative data indicate that certain forms of crises can also attract certain types of employees by triggering organizational compassion, engagement to help the organization recover, and beliefs in learning and future improvements. © 2021 The Author(s). Published by Informa UK Limited, trading as Taylor & Francis Group