Search

This research explores three role perspectives of open innovation (OI) capabilities – transfer, absorption, and brokerage – and their effect on OI performance at the organisational level. The authors argue that OI capabilities contain three different perspectives on the roles played in the ecosystem and can be continuously reshaped and enhanced through the organisational dynamic capabilities (DCs) of sensing, seizing, and reconfiguring. Also, the mediation effects of organisational infrastructure and the socio-psychological atmosphere between the OI capabilities of the three role perspectives and OI performance are analysed. Data were collected using a self-administered structured questionnaire from 262 actors in corporations. The collected data were analysed using the partial least squares (PLS) structural equation modelling (SEM) technique with SmartPLS 3.0 software. In this regard, the findings reveal that an organisation's transfer capability directly affects OI performance, whereas absorption and brokerage capabilities indirectly affect OI performance through infrastructure and the socio-psychological atmosphere. Thus, organisational OI transfer, absorption, and brokerage capabilities directly or indirectly affect OI performance. This research aims to provide a theoretical framework to understand the multi-dimensional nature of organisational OI capabilities (which should be dynamically reshaped) and their relationships with OI performance. [ABSTRACT FROM AUTHOR]