ODOI as antecedents and consequences of employee performance

The standards of industry management and professionalism in human resource management are experiencing rapid advancement. This adaptability requires a corporation to continue innovating, especially in developing models to enhance employee capabilities. This research seeks to clarify the function of the Optimal Distinctive Open Innovation (ODOI) concept as a mediator in the relationship between Person-Organization Fit (P-O Fit) and employee engagement concerning employee performance. Data was collected via Google Forms from a sample of 195 instructors across diverse institutions in Indonesia. The research employed Partial Least Squares-Structural Equation Modeling (PLS-SEM) utilizing SmartPLS software. The Optimal Distinctive Open Innovation (ODOI) variable strongly mediates the relationship between Person-Organization Fit (P-O fit) and Employee Engagement in relation to Employee Performance. The Optimal Distinctive Open Innovation (ODOI) variable strongly mediates the relationship between Person-Organization Fit (P-O fit) and Employee Engagement in relation to Employee Performance. This study provides possible insights into a success-oriented attitude, requiring educators to continually provide unique, remarkable, and distinctive ideas. The findings of this study suggest that universities must consistently prioritize professionalism in human resource management and industrial management principles to guarantee their survival and success. Augmented abilities will yield superior performance. Enhanced talents are unique skills that can aid organizations in achieving a competitive advantage.