Purpose
Based on commitment system theory and commitment-trust theory, this study aims to reveal the effects of participating teams’ multiple commitments (i.e. synergistic commitments and conflicting commitments) on the performance of open innovation projects through the mediating role of trusted knowledge interaction and vigilant knowledge interaction.
Design/methodology/approach
Primary survey data collected from 242 respondents of 47 open innovation projects in the manufacturing industry was used to test eight hypotheses. Correlations between multiple commitments, knowledge interaction and the performance of open innovation projects were investigated.
Findings
The findings reveal that synergistic commitments improve the performance of open innovation projects through enhancing trusted knowledge interaction. Synergistic commitments reduce the level of vigilant knowledge interaction, and the performance of open innovation projects follows an inverted U-shaped relationship with vigilant knowledge interaction. Conflicting commitments negatively moderate the effect of synergistic commitments on trusted knowledge interaction and vigilant knowledge interaction.
Originality/value
The authors extend commitment system theory and commitment-trust theory to open innovation project field. The findings bridge the gaps in isolated and static focus in previous commitment literatures and innovation management literatures, and provide practical guidance for how to better manage the dynamic combination of multiple commitments and knowledge interaction among participating teams in open innovation projects.
