Anna Maria Biscotti

CEO turnover and the new leader propensity to open innovation: Agency-resource dependence view and social identity perspective

In an increasingly turbulent and competitive environment, open innovation could be critical for a firm’s success, favoring organizational flexibility and accelerating innovation processes. However, sharing innovation projects with external partners often requires changes in traditional organizational behavior and visions of CEOs. The purpose of this paper is to theorize and empirically verify how the CEO turnover and some socially relevant characteristics of the old and the new CEO may impact firms’ propensity toward open innovation under an integrated agency-resource dependence view and social identity perspective.,The empirical analysis was carried out on 264 companies drawn from 16 developed European markets included in the S&P Europe 350 Dow Jones index over the years 2006-2015. To test the predictions, the authors adopted regression analysis by employing the panel two-stages least squares model and the ordinary least squares econometric model.,Consistently with the predictions, the authors found that CEO turnover stimulates open innovation. Particularly, the results suggest that the organizational identity rationale may motivate a divergent propensity between insider and outsider new CEOs, with outsiders more prone to open innovation. The higher tendency of new outsider CEOs to undertake innovation projects jointly with external organizations prevails also within firms that experienced a long tenure of the former CEO, thereby suggesting that a new outsider CEO appears able to renovate corporate strategic directions also in highly orthodox organizational cultures.,To the best of the authors’ knowledge, this is the first study that theorizes why CEO turnover might impact the propensity of the firm toward open innovation. The authors use an integrated agency-resource dependence perspective, and the results from the empirical analysis mostly support the predictions. Moreover, the authors adopt the social identity theory to show that the organizational identification of the CEO matters in the decision of engaging in open innovation.

Do environmental management systems affect the knowledge management process? The impact on the learning evolution and the relevance of organisational context

Purpose The purpose of this study is to investigate how an environmental management system (EMS) might affect the environmental product innovation propensity of a firm through its influence on two factors shaping the knowledge process: the human capital management practices of training and development and the organisational context. Design/methodology/approach To test the study’s hypotheses, an empirical analysis was carried out on 262 companies drawn from 16 developed European markets included in the S&P Europe 350 Dow Jones index over the years 2005-2015.The authors adopted regression analysis by using the ordinary least squares and the binary logit econometric models. Findings Consistently with the study’s predictions, results show that for organisational contexts characterised by the presence of family owners, the EMAS-certified EMS reveals as a significant moderating factor that positively influences their approach to the knowledge management tools for the improvement of the workforce cognitive capabilities, with a significant impact on the firm’s openness towards green product innovation. On the contrary, the ISO 14001-certified EMS tends not to stimulate such proactive behaviour, in both family and non-family firms. Practical implications The findings suggest that an EMS can stimulate the knowledge exploration in the environmental protection field. To this end, top managers should overcome the bureaucratic vision of an EMS and conceive it as a knowledge management tool able to support the learning evolution of the organisation through an effective commitment to human capital management policies of training and development. Originality/value Drawing from social identity and institutional theories, this is the first study – to the best of the authors’ knowledge – that theorises and tests why the adoption of an EMS might stimulate the knowledge advancement of the organisation in a different way, especially in peculiar organisational contexts of family firms where the identity overlap between the family and the firm tends to affect the knowledge management process.