Open innovation depends on the full integration of internal and external knowledge, and internationalization, as an important way for enterprises to obtain external resources, plays a crucial role in promoting open innovation. The existing research holds a positive attitude towards whether enterprises with higher internationalization can obtain more external resources as resource supplement to promote the development of open innovation, but neglects the initiative of enterprises in the process of resource orchestration. Based on the theory of resource orchestration, this paper empirically tests the relationship between internationalization and open innovation using the data of 2911 A-share listed manufacturing enterprises from 2009 to 2021. The findings are as follows: (1) There is an inverted U-shaped relationship between internationalization and open innovation. (2) Organizational inertia significantly enhances the inverse U-shaped relationship between internationalization and open innovation, while the heterogeneity of professional background of senior management team significantly weakens the inverse U-shaped relationship between internationalization and open innovation. (3) The inverse U-shaped relationship between internationalization and open innovation is more prominent in non-state-owned enterprises, large enterprises and growth-stage enterprises. This study explains the nonlinear relationship between internationalization and open innovation based on resource orchestration theory, which helps enterprises to deeply understand the complex resource orchestration in the process from internationalization to open innovation, enricfies the application of resource orchestration theory in the field of internationalization and innovation, and provides reference value for manufacturing enterprises to make strategic and innovation decisions.

Peiyao Zhang. The Influence of Internationalization on Open Innovation--Research based on Resource Orchestration Theory. International Journal of Social Sciences and Economic Management (2024), Vol. 5, Issue 3: 115-145. https://doi.org/10.38007/IJSSEM.2024.050311.

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