Unlocking the Potential of Outsourcing, the Key

Authentic Leadership as Accelerator of Open Innovation

J. de Jong, R.J. R.J. Blomme, X.D. Lub

Research output: Contribution to journalArticleAcademicpeer-review

Abstract

Abstract: This paper aims to demonstrate the effects of authentic leadership on open innovation in two different national cultures: Dutch and Indian. An exploratory quantitative research study was held amongst 286 Dutch and 104 Indian co-workers of a financial institution. In this study, PLS-SEM was used. It was found that authentic leadership has a significant effect on open innovation. Moreover, the study showed that significant differences exist in this type of relationship between the Dutch and Indian national cultures. The outcomes of the study may contribute to a further understanding of how authentic leadership affects open innovation in different national cultures. The originality of this study is that it is conducted among ICT-organisations as well in India as the Netherlands in looking for differences in the perception of authentic leadership and its effect on open innovation.
Original languageEnglish
Pages (from-to)557-677
Number of pages21
JournalInternational Journal of Business and Globalisation
Volume20
Issue number4
DOIs
Publication statusAccepted/In press - 2017

Fingerprint

Open innovation
Outsourcing
Authentic leadership
National cultures
India
Financial institutions
The Netherlands
Quantitative research
Workers

Cite this

@article{bd0fc15cb5084e3cb1247b845a7b2804,
title = "Unlocking the Potential of Outsourcing, the Key: Authentic Leadership as Accelerator of Open Innovation",
abstract = "Abstract: This paper aims to demonstrate the effects of authentic leadership on open innovation in two different national cultures: Dutch and Indian. An exploratory quantitative research study was held amongst 286 Dutch and 104 Indian co-workers of a financial institution. In this study, PLS-SEM was used. It was found that authentic leadership has a significant effect on open innovation. Moreover, the study showed that significant differences exist in this type of relationship between the Dutch and Indian national cultures. The outcomes of the study may contribute to a further understanding of how authentic leadership affects open innovation in different national cultures. The originality of this study is that it is conducted among ICT-organisations as well in India as the Netherlands in looking for differences in the perception of authentic leadership and its effect on open innovation.",
author = "{de Jong}, J. and {R.J. Blomme}, R.J. and X.D. Lub",
year = "2017",
doi = "10.1504/IJBG.2018.093601",
language = "English",
volume = "20",
pages = "557--677",
journal = "International Journal of Business and Globalisation",
issn = "1753-3627",
publisher = "Inderscience Publishers",
number = "4",

}

Unlocking the Potential of Outsourcing, the Key : Authentic Leadership as Accelerator of Open Innovation. / de Jong, J.; R.J. Blomme, R.J.; Lub, X.D.

In: International Journal of Business and Globalisation, Vol. 20, No. 4, 2017, p. 557-677.

Research output: Contribution to journalArticleAcademicpeer-review

TY - JOUR

T1 - Unlocking the Potential of Outsourcing, the Key

T2 - Authentic Leadership as Accelerator of Open Innovation

AU - de Jong, J.

AU - R.J. Blomme, R.J.

AU - Lub, X.D.

PY - 2017

Y1 - 2017

N2 - Abstract: This paper aims to demonstrate the effects of authentic leadership on open innovation in two different national cultures: Dutch and Indian. An exploratory quantitative research study was held amongst 286 Dutch and 104 Indian co-workers of a financial institution. In this study, PLS-SEM was used. It was found that authentic leadership has a significant effect on open innovation. Moreover, the study showed that significant differences exist in this type of relationship between the Dutch and Indian national cultures. The outcomes of the study may contribute to a further understanding of how authentic leadership affects open innovation in different national cultures. The originality of this study is that it is conducted among ICT-organisations as well in India as the Netherlands in looking for differences in the perception of authentic leadership and its effect on open innovation.

AB - Abstract: This paper aims to demonstrate the effects of authentic leadership on open innovation in two different national cultures: Dutch and Indian. An exploratory quantitative research study was held amongst 286 Dutch and 104 Indian co-workers of a financial institution. In this study, PLS-SEM was used. It was found that authentic leadership has a significant effect on open innovation. Moreover, the study showed that significant differences exist in this type of relationship between the Dutch and Indian national cultures. The outcomes of the study may contribute to a further understanding of how authentic leadership affects open innovation in different national cultures. The originality of this study is that it is conducted among ICT-organisations as well in India as the Netherlands in looking for differences in the perception of authentic leadership and its effect on open innovation.

U2 - 10.1504/IJBG.2018.093601

DO - 10.1504/IJBG.2018.093601

M3 - Article

VL - 20

SP - 557

EP - 677

JO - International Journal of Business and Globalisation

JF - International Journal of Business and Globalisation

SN - 1753-3627

IS - 4

ER -