Open Innovation, Organizational Behaviour, and Knowledge Management: A Challenging Sustainable Balance

Abstract

Open innovation is essential for knowledge-based firms seeking sustainable growth through the effective use of internal and external knowledge resources. Open innovation initiatives, staff coordination, organizational culture, and knowledge dissemination all influence the success of such programs. This study examines the relationship between organizational culture, employee behavior, and knowledge management, and their effects on open innovation in knowledge-intensive firms. A cross-sectional mixed-methods design was adopted, combining qualitative interviews with managers and employees and a quantitative survey. Thematic analysis was used to identify major themes, while regression and mediation analyses were used to examine relationships among the variables. The findings show that organizational culture promotes trust and collaboration, although these effects are constrained by concerns related to intellectual property. Culture also fosters psychological safety and engagement, both of which support open innovation, while leadership support appears inconsistent across contexts. Knowledge management facilitates information sharing, but the process is constrained by strict intellectual property protection measures. The study argues that collaborative networks require clear and balanced intellectual property arrangements if practical and sustainable innovation is to occur. It contributes a framework for understanding how organizations can balance openness and protection, and it recommends that future research examine sector-specific characteristics and evolving intellectual property regimes.