A Guide to Planning and Managing Open Innovative Ecosystems by Leitão João;Ratten Vanessa;Barroca Jean;

Author:Leitão, João;Ratten, Vanessa;Barroca, Jean;
Language: eng
Format: epub
Publisher: Emerald Publishing Limited
Published: 2020-09-17T00:00:00+00:00

4. Empirical Results

Tables 6.1 and 6.2 present the descriptive statistics (first half) and the Pearson correlation coefficients (second half of the table). As we can see, PERFORMANCE and EI have a negative median, suggesting that the majority of the respondents provided a low score on the performance and EI items. On the contrary, MOTIVATION and ETHICS have a positive median. Regarding the correlation coefficients, PERFORMANCE is positively correlated with MOTIVATION, providing an initial support to our main hypothesis. Also, EI and ETHICS are not significantly correlated with PERFORMANCE, verifying the validity of these variables as instruments in the 2SLS estimation procedure. Finally, ETHICS is positively correlated with MOTIVATION, indicating that employees’ ethical values are closely related to their motivation to perform. Since the correlation coefficients do not provide a direction of association, we proceed with the estimation of models (1) and (2).

Table 6.2 provides the results of the 2SLS estimation procedure on models (1) and (2). The regressions F-statistic and Wald χ2 are highly significant at the 1% level and the R2 are more than adequate for this type of analysis. Regarding the first-stage equation, ETHICS provided a positive and highly significant coefficient (0.552, p < 0.001) indicating that corporate ethical values are a significant contributor to employees’ motivation. However, EI produced a positive but statistically insignificant coefficient. Thus, EI does not seem to contribute significantly to employees’ motivation. Moving on to the second-stage regression, MOTIVATION produced a positive and highly significant coefficient (0.627, p < 0.001) corroborating the main hypothesis and indicating that employee motivation has a positive impact on employee perceived performance. Consequently, the main model presented in Fig. 6.1 is partially supported by verifying that ethical values contribute to employee motivation and in turn employee motivation contributes to employee performance.

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