Impact of leader support on open innovation: The mediating role of organizational culture, intellectual property, and collaboration

Abstract

This study investigates how open innovation (OI) functions in the Thai food industry, focusing on the direct and indirect effects of leader support (LS) on OI through organizational culture (OC), intellectual property (IP), and collaboration (CO). The study employs a sample size of 380 units and utilizes path analysis and bootstrapping techniques to assess the relationships among the variables. The results indicate that LS has a significant direct impact on OI, with OC, IP, and CO serving as crucial mediators. Specifically, OC acts as a mediator, with IP and CO following, emphasizing their substantial indirect impacts on OI. OC, IP, and CO act as mediators, emphasizing their substantial indirect impacts on OI. These findings underscore the importance of effective LS in fostering a culture of innovation within the Thai food industry, where traditional recipes intersect with modern culinary trends. By elucidating the mechanisms through which LS influences OI, this study offers practical insights for organizational leaders seeking to stimulate creativity, encourage risk-taking, and foster collaboration in order to ultimately drive innovation and maintain competitiveness in the dynamic landscape of the Thai food industry. This research contributes to the body of knowledge by identifying collaboration as a critical mediator, integrating constructs from leadership, collaboration, and innovation literatures, and validating the mediation model in the context of the Thai food industry.

Keywords

• Open innovation
• Leader support
• Organizational culture
• Intellectual property
• Collaboration