This cross-sectional study investigated the interactive effect of uncertainty avoidance cultural values and leadership styles (paternalistic, authentic and democratic) on open service innovation. Validation of the open service innovation scale in the Eastern context was another major objective of this research. Confirmatory Factor Analysis and cross-validation techniques revealed that Malaysian culture considers open service innovation on four dimensions instead of six dimensions proposed by Rangus, Drnovsek, and Di Minin (2013). Moreover, linear and multiple moderated regression analysis performed on a random sample of 422 medical professionals working in hospitals revealed that paternalistic, authentic and democratic leadership styles positively stimulate open service innovation. Malaysia is low uncertainty avoidance collectivist culture, so the results of this study empirically proved that a lower level of uncertainty avoidance would play its positive role to adopt open service innovation in the organization. The results of this empirical investigation are valuable for leaders, managers, and practitioners to understand how leadership and culture can influence the strategic orientation of open service innovation.

1. Ag Budin, D. K., & Wafa, S. A. (2015). The relationship between culture and leadership style preference among malay-brunei, bajau and kadazan-dusun community in sabah, malaysia. Journal of Management Development, 34(10), 1202-1210. doi:https://doi.org/10.1108/jmd-02-2015-0019
2. Ahmed, P. K. (1998). Culture and climate for innovation. European Journal of Innovation Management, 1(1), 30-43. doi:https://doi.org/10.1108/14601069810199131
3. Ambos, B., & Schlegelmilch, B. B. (2008). Innovation in multinational firms: Does cultural fit enhance performance? Management International Review, 48(2), 189. doi:https://doi.org/10.1007/s11575-008-0011-2
4. Amirul, S. R., & Daud, H. (2012). A study on the relationship between leadership styles and leadership effectiveness in malaysian glcs. European Journal of Business and Management, 4(8), 193-201. doi:https://doi.org/10.21275/art20164228
5. Anderson, R. C. (1959). Learning in discussions: A resume of the authoritarian-democratic studies. Harvard Educational Review, 4(12), 34-50. doi:https://doi.org/10.2307/1338137
6. Antonakis, J., Avolio, B. J., & Sivasubramaniam, N. (2003). Context and leadership: An examination of the ninefactor full-range leadership theory using the multifactor leadership questionnaire. The Leadership Quarterly,14(3), 261-295. doi:https://doi.org/10.1016/s1048-9843(03)00030-4
7. Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 315–338. doi:https://doi.org/10.4135/9781446212752.n2
8. Avolio, B. J., Gardner, W. L., Walumbwa, F. O., Luthans, F., & May, D. R. (2004). Unlocking the mask: A look at the process by which authentic leaders impact follower attitudes and behaviors. The Leadership Quarterly, 15(6), 801-823. doi:https://doi.org/10.1016/j.leaqua.2004.09.003
9. Avolio, B. J., Walumbwa, F. O., & Weber, T. J. (2009). Leadership: Current theories, research, and future directions. Annual Review of Psychology, 60, 421-449. doi:https://doi.org/10.1146/annurev.psych.60.110707.163621
10. Avolio, B. J., Yammarino, F. J., & Bass, B. M. (1991). Identifying common methods variance with data collected from a single source: An unresolved sticky issue. Journal of Management, 17(3), 571-587. doi:https://doi.org/10.1177/014920639101700303
11. Aycan, Z. (2006). Paternalism indigenous and cultural psychology. Boston, MA: Springer.
12. Bagozzi, R. P., Yi, Y., & Phillips, L. W. (1991). Assessing construct validity in organizational research. Administrative Science Quarterly, 36(3), 421-458. doi:https://doi.org/10.2307/2393203
13. Baskaran, S., & Mehta, K. (2016). What is innovation anyway? youth perspectives from resource-constrained environments. Technovation, 52(17), 4-17. doi:https://doi.org/10.1016/j.technovation.2016.01.005
14. Bin Yajid, A. A., & Rahmat, A. K. (2015). The challenge of ratification and application of specific regional based declaration for railway industry in asean mainland: The national culture perspective. Procedia-Social and Behavioral Sciences, 172, 801-807. doi:https://doi.org/10.1016/j.sbspro.2015.01.435
15. Bodin, N. O., Ozhikenov, A. K., A, O. K., & Sergeenkov, S. A. (2015). Problems of medical care in an emergency situation health insurance kendari city, Indonesia. International Journal of Health and Medical Sciences, 1(2), 37-41. doi:https://doi.org/10.20469/ijhms.30003-2
16. Cerne, M., Jakli ˇ c, M., & Škerlavaj, M. (2013). Authentic leadership, creativity, and innovation: A multilevel perspective. Leadership, 9(1), 63-85. doi:https://doi.org/10.1177/1742715012455130
17. Chatterjee, S., & Price, B. (1991). Regression analysis. New York, NY: Wiley.
18. Chemers, M. M. (1984). The social, organizational, and cultural context of effective leadership. Leadership: Multidisciplinary Perspectives, 91-112. doi:https://doi.org/10.4135/9781544308524.n11
19. Chesbrough, H., Vanhaverbeke, W., & West, J. (2014). New frontiers in open innovation. Oxford, UK: Oup Oxford.
20. Chesbrough, H. W. (2006). Open innovation: The new imperative for creating and profiting from technology. Boston, MA: Harvard Business Press.
21. Chesbrough, H. W. (2011). Bringing open innovation to services. Sloan Management Review, 52(2), 85. doi:https://doi.org/10.5437/08953608×5402006
22. Chiaroni, D., Chiesa, V., & Frattini, F. (2011). The open innovation journey: How firms dynamically implement the emerging innovation management paradigm. Technovation, 31(1), 34-43. doi:https://doi.org/10.1016/j.technovation.2009.08.007
23. Cooper, C. D., Scandura, T. A., & Schriesheim, C. A. (2005). Looking forward but learning from our past: Potential challenges to developing authentic leadership theory and authentic leaders. The Leadership Quarterly, 16(3),475-493. doi:https://doi.org/10.1016/j.leaqua.2005.03.008
24. Dahl, R. A. (1989). Democracy and its critics. New York, NY: Yale University Press.
25. Damanpour, F. (1991). Organizational innovation: A meta-analysis of effects of determinants and moderators. Academy of Management Journal, 34(3), 555-590. doi:https://doi.org/10.2307/256406
26. Delgado-Verde, M., Martín-de Castro, G., & Amores-Salvadó, J. (2016). Intellectual capital and radical innovation: Exploring the quadratic effects in technology-based manufacturing firms. Technovation, 54, 35-47. doi:https://doi.org/10.1016/j.technovation.2016.02.002
27. Den Hartog, D. N., & De Hoogh, A. H. (2009). Empowering behaviour and leader fairness and integrity: Studying perceptions of ethical leader behaviour from a levels-of-analysis perspective. European Journal of Work and Organizational Psychology, 18(2), 199-230. doi:https://doi.org/10.1080/13594320802362688
28. Dickson, M. W., Castaño, N., Magomaeva, A., & Den Hartog, D. N. (2012). Conceptualizing leadership across cultures. Journal of world business, 47(4), 483-492. doi:https://doi.org/10.1016/j.jwb.2012.01.002
29. Dorfman, P., Javidan, M., Hanges, P., Dastmalchian, A., & House, R. (2012). Globe: A twenty year journey into the intriguing world of culture and leadership. Journal of World Business, 47(4), 504-518.
30. Dorfman, P. W. (1996). International and cross-cultural leadership research. Handbook for international management research, 2. doi:https://doi.org/10.1007/978-1-137-24203-7_24
31. Eagly, A. H., Johannesen-Schmidt, M. C., & Van Engen, M. L. (2003). Transformational, transactional, and laissezfaire leadership styles: A meta-analysis comparing women and men. Psychological bulletin, 129(4), 569. doi:https://doi.org/10.1037/0033-2909.129.4.569
32. Elenkov, D. S., & Manev, I. M. (2005). Top management leadership and influence on innovation: The role of sociocultural context. Journal of Management, 31(3), 381-402. doi:https://doi.org/10.1177/0149206304272151
33. Farh, J. L., Chou, L. F., & Chu, X. P. (2006). Authority and benevolence: Employees responses to paternalistic leadership in China.. In A. S. Tsui, Y. Bian, and L. Cheng (Ed.), Chinas domestic private firms: Multidisciplinary perspectives on management and performance. New York, NY.
34. Farh, J.-L., & Cheng, B.-S. (2000). A cultural analysis of paternalistic leadership in chinese organizations. In Management and organizations in the chinese context (pp. 84–127). Springer.
35. Fishkin, J. S. (1991). Democracy and deliberation: New directions for democratic reform. New York, NY: Yale University Press.
36. Fleming, L., & Waguespack, D. M. (2007). Brokerage, boundary spanning, and leadership in open innovation communities. Organization Science, 18(2), 165-180. doi:https://doi.org/10.1287/orsc.1060.0242
37. Foels, R., Driskell, J. E., Mullen, B., & Salas, E. (2000). The effects of democratic leadership on group member satisfaction: An integration. Small Group Research, 31(6), 676-701. doi:https://doi.org/10.1177/104649640003100603
38. Gong, Y., Huang, J.-C., & Farh, J.-L. (2009). Employee learning orientation, transformational leadership, and employee creativity: The mediating role of employee creative self-efficacy. Academy of Management Journal, 52(4), 765-778. doi:https://doi.org/10.5465/amj.2009.43670890
39. Haibo, Y., Xiaoming, Z., Liluo, F., Wenquan, L., & Chunping, L. (2008). How to lead the organizational learning: A relationship between paternalistic leadership and organizational learning [j]. Science Research Management, 5(4), 242-270. doi:https://doi.org/10.1007/s11782-009-0013-3
40. Hair, J. F., Anderson, R. E., Tatham, R. L., & Black, W. C. (1998). Multivariate data analysis. New York, NY: Prentice Hall International.
41. Hayton, J. C., George, G., & Zahra, S. A. (2002). National culture and entrepreneurship: A review of behavioral research. Entrepreneurship Theory and Practice, 26(4), 33-52. doi:https://doi.org/10.1177/104225870202600403
42. Hofstede, G. (1980). Culture and organizations. International Studies of Management and Organization, 10(4),15-41. doi:https://doi.org/10.1080/00208825.1980.11656300
43. Hofstede, G. (1984). Culture’s consequences: International differences in work-related values. New York, NY: Sage.
44. Hofstede, G. (1986). Cultural differences in teaching and learning. International Journal of Intercultural Relations, 10(3), 301-320. doi:https://doi.org/10.1016/0147-1767(86)90015-5
45. Hofstede, G. (1987). The applicability of mcgregor’s theories in south east asia. Journal of Management Development, 6(3), 9-18. doi:https://doi.org/10.1108/eb051642
46. Hofstede, G. (1991). Empirical models of cultural differences. New, York: Swets & Zeitlinger Publishers.
47. Hofstede, G. (2006). What did globe really measure? researchers minds versus respondents minds. Journal of International Business Studies, 37(6), 882-896. doi:https://doi.org/10.1057/palgrave.jibs.8400233
48. Hofstede, G. J. (2000). Organizational culture: siren or sea cow? a reply to dianne lewis. Strategic Change, 9(2), 135-137. doi:House, R. J., Hanges, P. J., Javidan, M., Dorfman, P. W., & Gupta, V. (2004). Culture, leadership, and organizations: The globe study of 62 societies. New York, NY: Sage publications.
49. Ilies, R., Morgeson, F. P., & Nahrgang, J. D. (2005). Authentic leadership and eudaemonic well-being: Understanding leader–follower outcomes. The Leadership Quarterly, 16(3), 373-394. doi:https://doi.org/10.1016/j.leaqua.2005.03.002
50. Jackman, M. R. (1994). The velvet glove: Paternalism and conflict in gender, class, and race relations. California, CA: University of California Press.
51. Jung, D. I., Chow, C., & Wu, A. (2003). The role of transformational leadership in enhancing organizational innovation: Hypotheses and some preliminary findings. The leadership quarterly, 14(4-5), 525-544. doi:https://doi.org/10.1016/s1048-9843(03)00050-x
52. Kang, J. H., Solomon, G. T., & Choi, D. Y. (2015). Ceos’ leadership styles and managers’ innovative behaviour: Investigation of intervening effects in an entrepreneurial context. Journal of Management Studies, 52(4), 531-554. doi:https://doi.org/10.1111/joms.12125
53. Kastalli, I. V., & Van Looy, B. (2013). Servitization: Disentangling the impact of service business model innovation on manufacturing firm performance. Journal of Operations Management, 31(4), 169-180. doi:https://doi.org/10.1016/j.jom.2013.02.001
54. Kotter, J. (1998). Cultures and coalitions. rethinking the future: Rethinking business, principles, competition., control and complexity, leadership, markets and the world: London:. London, UK: Nicholas Brealey Press.
55. Kuczmarski, S. S., & Kuczmarski, T. D. (1995). Values-based leadership. New York, NY: Prentice Hall.
56. Lerner, J., & Tirole, J. (2002). Some simple economics of open source. The journal of Industrial Economics, 50(2), 197-234. doi:https://doi.org/10.1111/1467-6451.00174
57. Lewin, K., & Lippitt, R. (1938). An experimental approach to the study of autocracy and democracy: A preliminary note. Sociometry, 1(3/4), 292-300. doi:https://doi.org/10.2307/2785585
58. Luthar, H. K. (1996). Gender differences in evaluation of performance and leadership ability: Autocratic vs. democratic managers. Sex Roles, 35(5-6), 337-361. doi:https://doi.org/10.1007/bf01664773
59. Michie, S., & Gooty, J. (2005). Values, emotions, and authenticity: Will the real leader please stand up? The Leadership Quarterly, 16(3), 441-457. doi:https://doi.org/10.1016/j.leaqua.2005.03.006
60. Mortara, L., & Minshall, T. (2011). How do large multinational companies implement open innovation? Technovation, 31(10-11), 586-597. doi:https://doi.org/10.1016/j.technovation.2011.05.002
61. Nahavandi, A. (1993). Integrating leadership and strategic management in organizational theory. Canadian Journal of Administrative Sciences, 10(4), 297-307. doi:https://doi.org/10.1111/j.1936-4490.1993.tb00035.x
62. Neider, L. L., & Schriesheim, C. A. (2011). The Authentic Leadership Inventory (ALI): Development and empirical tests. The Leadership Quarterly, 22(6), 1146-1164. doi:https://doi.org/10.1016/j.leaqua.2011.09.008
63. Neyer, A.-K., Bullinger, A. C., & Moeslein, K. M. (2009). Integrating inside and outside innovators: A sociotechnical systems perspective. R&d Management, 39(4), 410-419.
64. Ogbonna, E., & Harris, L. C. (2000). Leadership style, organizational culture and performance: empirical evidence from uk companies. International Journal of Human Resource Management, 11(4), 766-788.
65. Oh, D.-S., Phillips, F., Park, S., & Lee, E. (2016). Innovation ecosystems: A critical examination. Technovation, 54, 1-6. doi:https://doi.org/10.1016/j.technovation.2016.02.004
66. Osterlind, S. J., Tabachnick, B. G., & Fidell, L. S. (2001). Spss for window workbook to acompany: Using multivariate statistics.–4th.–tabachnick and fidell. New York, NY: Allyn and Bacon.
67. Pellegrini, E. K., Scandura, T. A., & Jayaraman, V. (2010). Cross-cultural generalizability of paternalistic leadership: An expansion of leader-member exchange theory. Group & Organization Management, 35(4), 391-420. doi: https://doi.org/10.1177/1059601110378456
68. Png, I. P., Tan, B. C., & Wee, K.-L. (2001). Dimensions of national culture and corporate adoption of it infrastructure. IEEE Transactions on Engineering Management, 48(1), 36-45. doi:https://doi.org/10.1109/17.913164
69. Podsakoff, P. M., MacKenzie, S. B., Lee, J.-Y., & Podsakoff, N. P. (2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of applied psychology, 88(5),879.
70. Punnett, B. J., & Shenkar, O. (2004). Handbook for international management research. University of Michigan Press.
71. Putri, Y. R. (2015). Transformational leadership and its impact to lecturers intellectual capital factors in telkom economics and business school telkom university. International Journal of Business and Administrative Studies, 1(1), 35-41. doi:https://doi.org/10.1037/0021-9010.88.5.879
72. Rangus, K., Drnovsek, M., & Di Minin, A. (2013). Proclivity for open innovation: Construct conceptualization and empirical validation. In In conference of academy of management proceedings, briarcliff manor, ny.
73. Rego, A., Sousa, F., Marques, C., & e Cunha, M. P. (2012). Authentic leadership promoting employees’ psychological capital and creativity. Journal of business research, 65(3), 429-437.
74. Rossberger, R. J., & Krause, D. E. (2017). National culture, heterogeneity and innovation new insights into the relationship between the globe dimensions and national level innovation. GSTF Journal of Law and SocialSciences (JLSS), 2(1).
75. Saputri, M. E., & Mulyaningsih, H. D. (2016). Blue ocean strategy for creating value innovation: A study over kedai digital in yogyakarta, indonesia. Journal of Administrative and Business Studies, 1(1), 14-20. doi:https://doi.org/10.20474/jabs-1.1.3
76. Sarros, J. C., Cooper, B. K., & Santora, J. C. (2008). Building a climate for innovation through transformational leadership and organizational culture. Journal of Leadership & Organizational Studies, 15(2), 145-158. doi: https://doi.org/10.1177/1548051808324100
77. Scott, S. G., & Bruce, R. A. (1994). Determinants of innovative behavior: A path model of individual innovation in the workplace. Academy of Management Journal, 37(3), 580-607. doi:https://doi.org/10.2307/256701
78. Shane, S. (1993). Cultural influences on national rates of innovation. Journal of Business Venturing, 8(1), 59-73. doi:https://doi.org/10.1016/0883-9026(93)90011-s
79. Shane, S. (1995). Uncertainty avoidance and the preference for innovation championing roles. Journal of International Business Studies, 26(1), 47-68.
80. Silahtaroglu, G., & Vardarlier, P. (2016). Leaders impact on organizational behavior: A text mining study on universities in turkey. International Journal of Business and Administrative Studies, 2(2), 52-56. doi:https://doi.org/10.1057/palgrave.jibs.8490165
81. Teece, D. J. (2007). Explicating dynamic capabilities: The nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, 28(13), 1319-1350. doi:https://doi.org/10.1007/978-3-642-04898-2_394
82. Triandis, H. C., Kurowski, L. L., & Gelfand, M. J. (1994). Workplace diversity. New York, NY: Consulting Psychologists Press.
83. Turner, F. (2008). Romantic automatism: Art, technology, and collaborative labor in cold war america. Journal of Visual Culture, 7(1), 5-26. doi:https://doi.org/10.4135/9781452243405.n2
84. Van Everdingen, Y. M., & Waarts, E. (2003). The effect of national culture on the adoption of innovations. Marketing Letters, 14(3), 217-232. doi:https://doi.org/10.1023/a:1027452919403
85. Von Krogh, G., Nonaka, I., & Rechsteiner, L. (2012). Leadership in organizational knowledge creation: A review and framework. Journal of Management Studies, 49(1), 240-277. doi:https://doi.org/10.1111/j.1467-6486.2010.00978.x
86. Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008). Authentic leadership: Development and validation of a theory-based measure. Journal of Management, 34(1), 89-126. doi:https://doi.org/10.1177/0149206307308913
87. Wong, C., & Cummings, G. (2009). Authentic leadership: a new theory for nursing or back to basics? Journal of Health Organization and Management, 23(5), 522-538. doi:https://doi.org/10.1108/14777260910984014

Jam, F. A., Singh, S. K. G., Ng, B., & Aziz, N. (2018). The interactive effect of uncertainty avoidance cultural values and leadership styles on open service innovation: A look at Malaysian healthcare sector. International Journal of Business and Administrative Studies, 4(5), 208-223. doi: https://dx.doi.org/10.20469/ijbas.4.10003-5