Disengagement in Open Innovation: A Cognitive Perspective
基于认知失调理论，探讨管理者在开放式创新中脱离知识源取与共享活动的成因与机制，为理解管理者行为提供新视角，并讨论如何管理认知失调以实现组织目标。
Abstract The central tenet of open innovation (OI) is that useful knowledge is widely distributed. By purposively engaging in knowledge sourcing and sharing (KSS) activities, organisations can create and capture value through collaborative exchange with others. Organising for OI relies on the assumption that individual managers tasked to bring it to fruition will enact behavioural responses conducive to external KSS. However, understanding what characterises and informs managers’ disengagement in OI remains an unresolved challenge. The interactions between managers’ in‐role demands in OI and their self‐concept, which guide behavioural responses, are under‐investigated. Drawing on cognitive dissonance theory (CDT), this article conceptualises the sources of managerial dissonance and situates discussions on underlying influencing mechanisms, culminating towards a cognitive model of disengagement in OI. Bridging OI, psychology and management literature, hypotheses are developed to stimulate investigations into what characterises and influences managers’ disengagement in OI. Managerial implications are discussed to curate approaches that can help manage managerial dissonance in order to attain the desired organisational OI goals.