Labor Markets and Innovation Multiple Chapters

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administered to 50 respondents. The data obtained from these participants was credible for analysis since there were no substantive missing values. The questions were based on a Likert Scale that made it easier for participants to provide their responses and enhance reliability. Data obtained from this instrument was analyzed using descriptive statistics and measures. In this case, the researcher utilized Cross Tabulation analysis and Chi-Square analysis.

Participants' Demographics

This study had 50 respondents working in German and Swiss labor markets though the research was not restricted to participants from German or Swiss origins. Actually, the respondents were from different nationalities though they were working in German or Swiss labor markets as shown in the table below.

Table 1: Nationality of Respondents

Nationality

Number of Respondents

Percentage

German

14

28%

Swiss

6

12%

Italian

7

14%

Lebanese

2

4%

Indian

7

14%

English

2

4%

Spanish

3

6%

Polish

3

6%

Danish

2

4%

Georgian

2

4%

Salvadorean

1

2%

Lithuanian

1

2%

Source: Own Elaboration

The study respondents included C-level executives (CEOs, COOs, HR Managers, HR Advisors, Directors, Co-directors, Consultants, and Assistant Directors) who have worked in their respective companies for a period of between less than a year to more than five years. 72% of the respondents were males whereas 28% were females. On the other hand, 58% worked in German labor markets whereas 42% worked in Swiss labor markets.

Study Results in Relation to Research Objectives

The research objectives listed in the previous chapter were the basis for conducting this study and analyzing data collected from the respondents/participants. In this case, the researcher utilized the objectives as the premise for analytical comprehension of data obtained from the questionnaire that was administered to the 50 participants. Consequently, the research findings/results were grouped as follows:

Most Suitable Innovation Models

The research question that guided this study was the determination of the most suitable innovation model (closed or open) that helps in achievement of an organization's innovation goals and how they can be successfully implemented. As previously indicated, this research issue informed the study on the premise that there are complexities in understanding the most suitable model that is customized based on an organization's innovation goals (Sviokla & Wasden, 2010). In this case, the respondents in this study were working in companies or organizations that had implemented different innovation models for the business goals. 56% of the respondents are working in companies with closed innovation model whereas 44% were utilizing open innovation models as shown in Table 2 below.

Table 2: Innovation Models Adopted by the Companies

Innovation Model

Number of Companies

Percentage

Open Innovation Models

28

56%

Closed Innovation Models

22

44%

Source: Own Elaboration

On the question of which innovation models would be suitable for the organization's operations, success and sustainable growth, the responses were as shown in Table 3 below.

Table 3: Most Suitable Innovation Model

Recommended Innovation Models

Number of Respondents

Percentage

Open Innovation

33

66%

Closed Innovation

7

14%

Both

5

10%

Unsure (or Not Applicable)

5

10%

Source: Own Elaboration

As shown in Table 3 above, 66% of the respondents strongly believe that open innovation is a more suitable innovation model towards helping an organization achieve its innovation goals. This is followed by closed innovation model and a mixture of both closed and open innovation models and at 14% and 10% respectively. This implies that organizations should mostly consider adopting open innovation models across all business operations. If open innovation would be an unsuitable single innovation model for a company, a mixture of both closed and open innovation should first be considered before closed innovation.

The researcher examined whether these recommendations of the most suitable innovation model for organizational operations, success and sustainable growth are attributable to the respondents location. Using Cross Tabulation and Chi-Square analyses, an evaluation was carried out to determine the existence of any link between the country of operation and the suggested innovation model for organizational operations, success and sustainable growth. In essence, the researcher sought to determine whether the respondents' choice or suggestion of a suitable innovation model.

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This analysis would help in determining the generalization of the suggested innovation model for organizational operations, success, and sustainable growth. The use of Cross Tabulation and Chi-Square analyses in this process helps in testing the relationship between these variables. Additionally, these statistical analyses measures helps in enhancing the credibility and reliability of the recommended innovation models by this group of respondents. The results of the analysis were as shown in the tables below.

Table 4: Cross-tabulation for Link between Country of Operation and Innovation Model

Cross Tabulation Frequency Percent

Is closed or open innovation suitable for the organization's operations, success, and sustainable growth?

Closed Innovation

Open Innovation

Both

Unsure/Not Applicable

Row Totals

What country do you work in?

Germany

5

17

3

4

29

Row Percent

17.24%

58.62%

10.35%

13.79%

58%

Switzerland

2

16

2

1

21

Row Percent

9.52%

76.20%

9.52%

4.76%

42%

Column Totals

7

33

5

5

50

Column Percent

14%

66%

10%

10%

Row Percent = (Observed Value/Row Totals)*100

Row Percent for Row Totals = (Row Total/Column Totals)*100

Source: Own Elaboration

Table 5: Chi-Square Analysis for Link between Country and Innovation Model

Cross Tabulation Frequency Percent

Is closed or open innovation suitable for the organization's operations, success, and sustainable growth?

Closed Innovation

Open Innovation

Both

Unsure/Not Applicable

Row Totals

What country do you work in?

Germany

5

17

3

4

29

58%

Row Percent

17.24%

58.62%

10.35%

13.79%

Expected Value

4.06

19.14

2.9

2.9

Cell Chi-Square

0.26

0.24

0.003

0.42

Switzerland

2

16

2

1

21

42%

Row Percent

9.52%

76.20%

9.52%

4.76%

Expected Value

2.94

13.86

2.1

2.1

Cell Chi-Square

0.30

0.33

0.005

0.58

Column Totals

7

33

5

5

50

Column Percent

14%

66%

10%

10%

The Sum of all Chi-Square Values (Table Chi-Square) = 2.138

Degrees of Freedom (df) = (#Rows -1)*(#Columns-1)=(1*3)= 3

Cumulative Probability Value (P): P (X2 < CV) = 0.544263

Expected Value = (Row Total*Column Total)/Overall Total

Chi-Square = (Observed Value-Expected Value) ^2/Expected Value

The level of significance for this Chi-Square analysis is 0.05.

Source: Own Elaboration

Using a Chi-Square score of 2.138, Degree of Freedom (DF) of 3 and a level of significance of 0.05, the P-Value of 0.544263 was generated. This result is not significant at p < 0.05, which implies that the null hypothesis is rejected. Consequently, the country of operation was found to have no impact on the recommended innovation model for organizational operations, success and sustainable growth. The respondents recommendations of open innovation model as the most suitable followed by closed innovation model was not determined on the basis of where their organizations were located. Additionally, their recommendations were not necessarily based on the kind of innovation model adopted by their respective companies or organizations.

Key Success Factors for Adoption of Innovation Models

An analysis of the key success factors adopted by the organization in relation to innovation models was also conducted. This analysis was conducted based on two research objectives i.e. determining necessary success factors for effective implementation of innovation models and determine the concept and learning process of closed and open innovation. In this case, several factors were identified and included in the questionnaires administered to the 50 respondents. These factors include incorporating innovation in business strategy and operations, review of innovation models/processes towards continued success, and ensuring employees understand and implement innovation models. The other factors are establishing a corporate culture that promotes and enhances continued innovation and consideration of organizational processes/factors when choosing innovation models.

To determine whether these factors play a crucial role in the successful/effective implementation of innovation models, the researcher considered the respondents Likert Scale scores. A score of between 3 and 5 was considered high whereas a score of 1-2 was considered low in each of these factors. If the number of respondents with high scores was significantly high, the factor was considered crucial in adoption or implementation of innovation models and vice versa as shown in Figure 1 below.

Figure 1: Respondents' Scores in Key Success Factors

As shown in the Figure 1, there were high scores in each of the.....

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