The effect of managing different types of work on open innovation

Abstract

Purpose The purpose of this paper is to analyze the different types of work and to examine how they are related with open innovation, either by carrying out relationships with companies or external agents, or through the outsourcing of qualified and creative work. Design/methodology/approach After the theoretical analysis of the different types of work, the empirical study uses qualitative comparative analysis (QCA) to analyze the different variables and their relations which favor open innovation. Findings The combination of the variables in the QCA makes it possible to obtain three paths among the characteristics of the qualified work and open innovation, with a positive empirical result. The general conclusion is that the motivation level of the qualified work is relevant for open innovation. Research limitations/implications The study has some limitations, notably the reliability of the measurement of the variables, based on the subjective assessment of the respondent employee. The limited number of cases is always a question to be considered, although the statistical results show consistency in the results. Practical implications The most important implication for practice is the relevant connection between the internal efficiency in the management of the different types of work and open innovation. Originality/value The originality and value of this paper consist in relating the internal efficiency in the work management with the effectiveness and success of open innovation.