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Key Drivers of Open Innovation toward Organizational Performance |
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| รหัสดีโอไอ | |
| Creator | Isaree Suwannasri |
| Title | Key Drivers of Open Innovation toward Organizational Performance |
| Publisher | GSBATM-Assumption University Press |
| Publication Year | 2569 |
| Journal Title | International Research E-Journal on Business and Economics |
| Journal Vol. | 9 |
| Journal No. | 2 |
| Page no. | 59-73 |
| Keyword | Technology Acquisition, Innovation Culture, Open Innovation, Value Creation, Organizational Performance, Bureaucratic Organizations |
| URL Website | https://assumptionjournal.au.edu/index.php/aumitjournal |
| Website title | International Research E-Journal on Business and Economics (Creative Technology Management) |
| ISSN | 2773-9406 |
| Abstract | Open innovation has emerged as a critical mechanism for enhancing organizational effectiveness through the integration of internal and external knowledge, technology, and collaborative networks. Although extensive research has examined open innovation within private-sector organizations, limited attention has been given to its application in local bureaucratic organizations, particularly in developing countries. This study investigates the key drivers of open innovation and their influence on organizational performance in local Thai bureaucratic organizations. Drawing upon Open Innovation Theory, the Resource-Based View, and Dynamic Capabilities Theory, the study examines the relationships among technology acquisition, innovation culture, open innovation, value creation, and organizational performance. A quantitative research approach was employed, and data were collected from 400 employees across three local bureaucratic organizations in Chiang Mai, Thailand. Structural Equation Modeling (SEM) was used to test the proposed relationships among the study variables. The results reveal that technology acquisition significantly influences open innovation (? = 0.320, p < 0.001), while innovation culture exhibits the strongest effect on open innovation (? = 0.450, p < 0.001). Furthermore, open innovation significantly affects value creation (? = 0.390, p < 0.001) and organizational performance (? = 0.280, p < 0.001). Value creation also demonstrates a significant positive effect on organizational performance (? = 0.350, p < 0.001). The findings indicate that open innovation and value creation serve as important mechanisms through which technology acquisition and innovation culture contribute to enhanced organizational performance. This study extends the open innovation literature by providing empirical evidence from local public-sector organizations and demonstrates the importance of innovation-oriented culture and collaborative innovation practices in bureaucratic environments. The findings offer practical implications for policymakers and local government leaders seeking to improve public service effectiveness and organizational performance through innovation-driven management practices. |
