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Abstract:
The "outside-in' model has become obsolete as a result of augmented mobility of workers, accessibility to education, curtailed production life-cycles, intensified competition, globalisation of economies, prevalence of information technology, and the availability of knowledge. In this day and age, enlightened firms around the world are innovating collaboratively across the innovation chain (i.e. Open Innovation) to churn phenomenal outcomes, and, as such, one cannot help but wonder of the prospects of these revolutionary models in a developing nations' context. The authors of this paper posit that distinguishing and assessing human dimensions in relation to the ever-evolving nature of business is essential for organisational harmony and success. Upon examining several top-ranking garment-manufacturing firms in Bangladesh in their national setting, the authors establish a framework of interactive, constant human dimensions so as to measure these firms' capacity relative to the Open Innovation doctrine. The results were bittersweet with positive and negative aspects. The examined firms, in totality, agreed that whilst advanced technology is of vital importance, its influx renders competition more severe, thus putting a renewed emphasis upon human dimensions. The results provided insightful evidence of strengths present in these firms; strengths that coincide with the Open Innovation doctrine well -- e.g. leadership and culture and regulatory instruments thereof, geographical proximity, and so forth. Furthermore, the Bangladeshi government's nascence, so to say, and thus inability to bear lofty organisational ambitions was also found to be a major inhibitor, as well as the nation's cultural ethos in relation to providing full access to other firms as a part of collaborating. It was discovered that the fundamental issue, in large part, for the afore mentioned issues stemmed from the social fabric and infrastructure of the national and educational setting, which are indicative of a lack of awareness for a paradigm change. Since Open Innovation is a revolutionary process in itself, it is suspected that Bangladesh shall consume a good number of years before reaching the innovation-driven stage. The study presents leaders with insights that are required to strengthen priorities and direct resources in the pursuit of bringing about desired sensitivities, cognition, behaviours, and other outcomes.
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