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PurposeThe purpose of this paper is to explain how a buying organization's desorptive capacity relative to its supply network enhances the organization's supply chain competence. The research also analyzes the contingent role of the balanced and combined dimensions of ambidexterity in this relationship.Design/methodology/approachEmpirical results are obtained through analysis of survey data from a sample of 270 European firms. Hierarchical regression analysis is used to test the hypotheses.FindingsThe results confirm, first, the positive and significant relationship between the buying organization's desorptive capacity and supply chain competence; and, second, the key moderating role of organizational ambidexterity, especially in its combined dimension, in this relationship.Practical implicationsThe study suggests that desorptive capacity is key to the organization's contribution to supply chain competitiveness. The authors also provide practitioners with better understanding of the extent to which they should attempt to balance exploration and exploitation or/and to maximize both simultaneously when seeking greater benefit from desorptive capacity.Originality/valueThis study extends desorptive capacity research to supply chain management. It responds to calls in the desorptive capacity literature for deeper understanding of the benefits of desorptive capacity and of the role organizational ambidexterity plays in the success of desorptive capacity. By analyzing the independent effects of the combined and balanced dimensions of ambidexterity, the authors advance conceptual and operational understanding of the role of ambidexterity needed in the literature.

PurposeThis study aims to use expectation disconfirmation theory (EDT) to investigate how an organization's satisfaction with its supply network's behavior influences its intention to open innovation with that network. This paper proposes that an organization's orientation to open innovation is influenced by confirmation of previously held expectations of trust and commitment and level of perceived procedural justice in its open innovation partner. This paper also examines the effect of this orientation on the organization's supply chain competence.Design/methodology/approachUsing data from a survey of 286 European firms, the study proposes and evaluates a structural equation model.FindingsThe results show that a positive disconfirmation of trust (where perceived trust exceeds expectations) plays a crucial role in shaping organizations' intentions to continue open innovation with their supply networks. These results show that disconfirmation is a good predictor of overall satisfaction with open innovation. This paper also confirms the positive effect of orientation to open innovation on supply chain competence. Finally, this paper obtained evidence for the positive effect of supply chain competence on firm performance.Originality/valueThis study shows the importance of managing expectations in open innovation under the EDT. To the best of the authors' knowledge, no previous research has analyzed the consistency between the trust and commitment an organization expects from its open innovation partner and the trust and commitment it ultimately perceives as a factor explaining its degree of orientation to open innovation. Therefore, this research contributes to a better understanding of open innovation enablers and also its consequences.

PurposeThis paper aims to investigate whether and under what conditions open innovation (OI) drives innovation performance (IP) in the financial sector. To this end, the paper first analyzes in-depth the indirect effect of overcoming two attitudinal mediators, namely, not-invented-here syndrome (NIHS) and not-sold-here syndrome (NSHS). It then uses dynamic capabilities theory to hypothesize that the indirect effects are moderated by absorptive and desorptive capabilities, respectively.Design/methodology/approachThe authors perform an empirical study of major Spanish financial entities. Data are collected from 288 questionnaires from employees at branches of 13 bank entities. Regression analysis tests the mediating role of overcoming syndromes and the moderated-mediating role of dynamic capabilities in the OI–IP relationship.FindingsResults confirm the indirect effect of overcoming NIHS on the relationship between outside-in OI and IP, and the indirect effect of overcoming NSHS on the relationship between inside-out OI and IP. Further, absorptive capacity moderates the indirect effect between outside-in OI practices and IP by overcoming NIHS, and desorptive capacity moderates the indirect effect between inside-out OI practices and IP by overcoming NSHS.Originality/valueThis paper advances knowledge by explaining discrepancies in the sign of the OI–IP relationship. By introducing comprehensive absorptive and desorptive capacity models to explain OI, it advocates an integrative framework to understand OI activities and their outcomes. Managers should develop these capacities using human talent training and cultural values development to mitigate NIHS and NSHS and optimize firms' OI efforts and the improved IP benefits derived from them.

PurposeAlthough most research considers organizational learning as an antecedent of innovation, the relationship is complex and could be reciprocal. Therefore, more research is needed on the profit gained from the learning and organization acquires from its innovation activities. Using the concept of fit, this paper aims to investigate whether organizational learning increases when an organization's technical innovation level exceeds that of its competitors (positive misfit), theorizing the curvilinear effect of positive technical innovation misfit on organizational learning.Design/methodology/approachThis paper uses regression analysis with survey data gathered from 202 European firms.FindingsThe findings support the argument that positive technical innovation misfit has an inverted-U shaped effect on organizational learning.Practical implicationsThe findings obtained should orient firm managers to developing a work environment that enables optimal levels of technical innovation and learning – levels at which the technical innovation developed drives learning among the organization's members but avoids becoming trapped in the organizational complexity involved in very high levels of positive technical innovation misfit.Originality/valueThis study resolves conflicting views of the relationship between organizational learning and technical innovation and adds to the existing literature that indicates that proactive innovative firms can fail when becoming learners.

Although prior research has extensively examined the association of emotional intelligence (EI) with various job attitudes (e.g., job satisfaction), empirical and systematic investigation of this link within military institutions has captured considerably less attention. The present research analyzed the relationship between EI, teamwork communication, and job satisfaction among Spanish military cadets. We tested the potential unique contribution of EI to job satisfaction over and above demographics (i.e., gender and age), proactive personality, and resilience. Moreover, we also examined whether EI was indirectly linked to job satisfaction via its relationship with teamwork communication. A sample of 363 cadet officers of the Spanish General Military Academy completed questionnaires assessing EI, teamwork communication, proactive personality, resilience, and job satisfaction. Hierarchical regression analysis revealed that EI exhibited incremental variance (ΔR(2) = 5.2%) in predicting job satisfaction (B = 0.539, 95% CI [0.306,0.771]) even after accounting for demographics, proactive personality, and resilience. Additionally, mediation analysis showed that the association of EI with job satisfaction was partially driven by enhanced teamwork communication. This research provides empirical evidence suggesting a pathway (i.e., effective teamwork communication) through which EI could help military cadets to experience higher job satisfaction. Implications for future academic programs including EI and teamwork communication to promote positive job attitudes among military personnel are discussed.