Abstract
Purpose
This study investigates whether creativity-enhancing methods – specifically brainstorming sessions, cross-functional work groups or teams, and staff job rotation – positively influence the implementation of open innovations (product and process) in companies across the European Union.
Design/methodology/approach
The empirical analysis is based on microdata from the 2018 Community Innovation Survey (CIS), encompassing 48,666 firms from eight EU member states. Logistic regression models were employed to examine the impact of selected creativity-enhancing practices on open innovation adoption. The robustness of results was tested using bootstrap replications and country-level analyses.
Findings
The study reveals that brainstorming and cross-functional teams significantly increase the likelihood of implementing open innovation. Surprisingly, staff job rotation exhibits a negative association with open innovation outcomes. These findings remain robust across different model specifications and national contexts.
Practical implications
Managers seeking to promote open innovation should invest in structured idea-generation techniques and cross-departmental collaboration while carefully assessing the unintended consequences of job rotation schemes.
Originality/value
This is one of the first large-scale empirical studies to systematically assess the relationship between creativity-stimulating organisational practices and open innovation implementation. It contributes to bridging the gap between creativity theory and innovation management, offering new insights into how firms can operationalise ideation in support of open innovation strategies.