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Article
Publication date: 20 September 2018

Emilio Domínguez-Escrig, Francisco Fermín Mallén Broch, Rafael Lapiedra and Ricardo Chiva

The purpose of this paper is to provide empirical evidence of the relationship between end-user computing satisfaction (EUCS) and radical innovation, using organizational learning…

Abstract

Purpose

The purpose of this paper is to provide empirical evidence of the relationship between end-user computing satisfaction (EUCS) and radical innovation, using organizational learning as an explanatory variable.

Design/methodology/approach

An empirical study was conducted in a population of 402 Spanish companies. A sample of 251 valid questionnaires was obtained. Structural equations were used to validate the proposed hypotheses.

Findings

Organizational learning capability fully mediates the relationship between EUCS and radical innovation.

Research limitations/implications

The sample of companies is heterogeneous in terms of size, sector, age and market share. The study uses single informants.

Practical implications

Results highlight the need to implement adequate information systems to promote radical innovation. In addition, it is necessary to facilitate organizational contexts that encourage dialogue, experimentation, risk-taking, participative decision-making and openness to the external environment.

Originality/value

This research contributes to the study of alternative antecedents of radical innovation by highlighting the importance of EUCS.

Details

Industrial Management & Data Systems, vol. 118 no. 8
Type: Research Article
ISSN: 0263-5577

Keywords

Article
Publication date: 17 December 2021

Emilio Domínguez-Escrig, Francisco Fermín Mallén-Broch, Ricardo Chiva and Rafael Lapiedra Alcamí

The objective of this study was to provide empirical evidence of the relationship between emotional healing, analysed as a leader behaviour and radical innovation.

Abstract

Purpose

The objective of this study was to provide empirical evidence of the relationship between emotional healing, analysed as a leader behaviour and radical innovation.

Design/methodology/approach

To test the hypotheses, structural equations were used, with organisational learning capability as an explanatory variable. The study was conducted in a population of 402 Spanish companies. A sample frame of 292 questionnaires was obtained from 146 different organisations. The fieldwork took place in two stages, in 2010 and again in 2015.

Findings

Results confirm the hypotheses proposed in the model. Emotional healing promotes organisational learning capability and, in turn, radical innovation.

Practical implications

Our results provide some guidelines for companies that are trying to develop radical innovations by improving the workplace conditions.

Originality/value

To our knowledge, there are no previous studies which studied the relationship between emotional healing and its effect on radical innovation. Therefore, providing empirical evidence of such a relationship is the main contribution of this paper.

Details

Journal of Organizational Change Management, vol. 35 no. 1
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 17 June 2019

Fermín Mallén, Emilio Domínguez-Escrig, Rafael Lapiedra and Ricardo Chiva

The purpose of this paper is to analyze the effect of leader humility in firm innovativeness. The study highlights the importance of promoting altruism within organizations as a…

2016

Abstract

Purpose

The purpose of this paper is to analyze the effect of leader humility in firm innovativeness. The study highlights the importance of promoting altruism within organizations as a mechanism that may explain why leader humility fosters innovation.

Design/methodology/approach

The study was conducted in a sample frame of 11,594 Spanish companies. In total, 568 valid questionnaires were obtained and 284 different companies participated in the study. Structural equations were used to validate the proposed hypotheses.

Findings

All the hypotheses proposed in the conceptual model were confirmed. Results provide empirical evidence of the positive relationship between leader humility and firm innovativeness, as well as the mediating role played by altruism. In other words, leader humility promotes altruism and, in turn, firm innovativeness.

Research limitations/implications

The sample of companies is heterogeneous in terms of firm turnover, size, export ratio and age. The study is focused on firm innovativeness and only studies altruism as a mediating variable in the relationship between leader humility and firm innovativeness.

Practical implications

The present study provides some guidelines which may help companies to improve their competitiveness, enhancing workplace conditions.

Originality/value

There are few empirical studies that analyze the effect of humble leaders or leader humility on innovation. The main value of the present research is to further the current knowledge of this relationship by disentangling the mediating effect of altruism within organizations.

Details

Management Decision, vol. 58 no. 5
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 24 August 2021

Emilio Domínguez-Escrig and Francisco Fermín Mallén-Broch

While concerns about the social and environmental impact that result from business activity continue to grow, a stream of research consolidates to understand the mechanisms that…

Abstract

Purpose

While concerns about the social and environmental impact that result from business activity continue to grow, a stream of research consolidates to understand the mechanisms that can favor more sustainable companies. The present study tries to expand the knowledge of the antecedents of radical innovation by analyzing the effects of alternative and understudied constructs. Grounded on stewardship and organizational learning theories, this paper analyzes how leaders that are concerned with sustainability and the social impact of their companies may boost this type of innovation by facilitating an organizational context that promotes experimentation, dialog, participative decision-making, risk-taking and interaction with the external environment.

Design/methodology/approach

Through structural equation modeling, the study provides empirical evidence of the positive effect of stewardship leader behavior on radical innovation, using organizational learning capability as an explanatory variable.

Findings

Results suggest that organizational learning capability fully mediates the relationship between stewardship leader behavior and radical innovation.

Research limitations/implications

This research focuses on a sample frame of Spanish companies with recognized excellence in human resources management.

Practical implications

In the context of a growing interest in sustainable development, and concern for the consequences of economic and business activities, this study highlights the role played by stewardship leader behavior to foster radical innovation and organizational learning capability which, in turn, represent essential tools to compete in a globalized and turbulent context.

Originality/value

To the authors’ knowledge, this is the first empirical study that analyzes the mediating effect of organizational learning capability in the relationship between stewardship leader behavior and radical innovation. This paper contributes to the understanding of how stewardship leader behavior affects radical innovation and the key role played by organizational learning capability.

Details

European Journal of Innovation Management, vol. 26 no. 2
Type: Research Article
ISSN: 1460-1060

Keywords

Open Access
Article
Publication date: 18 April 2022

Emilio Domínguez-Escrig, Francisco Fermín Mallén Broch, Ricardo Chiva and Rafael Lapiedra Alcamí

Despite the growing interest in the study of authentic leadership, there is little empirical evidence of the consequences of this type of leadership for companies. On the other…

3582

Abstract

Purpose

Despite the growing interest in the study of authentic leadership, there is little empirical evidence of the consequences of this type of leadership for companies. On the other hand, the mediating variables that may explain these results have not been explored in depth either. Although the academic literature suggests, from a theoretical point of view, that these leaders could favour innovation, little has been studied from an empirical perspective. This study aims to try to cover these gaps.

Design/methodology/approach

The main goal of this study is to analyse the mediating effect of organisational learning capability in the relationship between authentic leadership and innovation success. Considering a sample frame of 263 Spanish companies, this study tested the proposed hypotheses through structural equations.

Findings

The results provide empirical evidence of the positive effect of authentic leaders to promote organisational learning capability. In addition, this study confirms the positive effect of organisational learning capability on innovation success. Finally, organisational learning capability mediates the relationship between authentic leadership and innovation success.

Originality/value

To the best of the authors’ knowledge, this is the first attempt to empirically study the effects of authentic leadership on organisational learning capability and innovation success.

Article
Publication date: 12 January 2021

Emilio Domínguez-Escrig, Francisco Fermín Mallén Broch, Ricardo Chiva Gómez and Rafael Lapiedra Alcamí

The objective of this study is to analyze the relationship between leaders' forgiveness and organizational performance using radical innovation as an explanatory variable.

Abstract

Purpose

The objective of this study is to analyze the relationship between leaders' forgiveness and organizational performance using radical innovation as an explanatory variable.

Design/methodology/approach

The study was conducted in a sample frame of 11,594 Spanish companies. A total of 600 valid questionnaires were obtained. The structural equations were used to validate the proposed hypotheses.

Findings

Results confirmed the hypotheses proposed in the model: the authors provided, through structural equations, empirical evidence of the relationship between leaders' forgiveness and organizational performance, mediated by radical innovation. Leaders' forgiveness promotes radical innovation and, in turn, performance.

Research limitations/implications

The sample of companies is heterogeneous in terms of firm turnover, size and age. The study is focused on radical innovation.

Practical implications

The present study may help to develop more humane policies to manage human resources, by taking into account employees' feelings and needs.

Originality/value

The business field is closer to competitive values and has traditionally underestimated the importance of leaders' forgiveness. This is one of the few studies that empirically analyze the consequences of leaders' forgiveness within organizations.

Details

Personnel Review, vol. 51 no. 1
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 9 July 2021

Francisco Fermín Mallén-Broch and Emilio Domínguez-Escrig

There is general agreement on the importance of innovation to improve business performance and competitiveness. In recent years, many studies have sought to unravel what…

Abstract

Purpose

There is general agreement on the importance of innovation to improve business performance and competitiveness. In recent years, many studies have sought to unravel what conditions are conducive to innovation. Following this trend, the present study seeks to broaden the understanding of the antecedents of radical innovation. To this end, and drawing on positive organizational psychology, the study focuses on the role of leaders and the importance of improving working conditions within companies, favoring innovation in more respectful and prosocial organizations.

Design/methodology/approach

The study provides, through structural equations, empirical evidence of the relationship between leader's forgiveness and radical innovation, using altruism as an explanatory variable. The study was conducted in a population of 11,594 Spanish companies. A sample frame of 554 questionnaires from 277 different firms was obtained.

Findings

Results confirm the hypotheses proposed in the model. Forgiveness, analyzed as a leader behavior, promotes altruism within companies and, in turn, radical innovation.

Originality/value

This is one of the few empirical studies that analyzes the consequences of leader's forgiveness in the organizational context.

Details

Baltic Journal of Management, vol. 16 no. 5
Type: Research Article
ISSN: 1746-5265

Keywords

Article
Publication date: 7 November 2016

Emilio Domínguez Escrig, Francisco Fermín Mallén Broch, Ricardo Chiva Gómez and Rafael Lapiedra Alcamí

The purpose of this paper is to provide empirical evidence of the relationship between altruistic leader behavior and radical innovation, using organizational learning as an…

2357

Abstract

Purpose

The purpose of this paper is to provide empirical evidence of the relationship between altruistic leader behavior and radical innovation, using organizational learning as an explanatory variable.

Design/methodology/approach

To confirm the hypotheses, structural equations were used on a data set from a survey carried out on Spanish firms with recognized excellence in human resources management.

Findings

The study empirically validates the conceptual model. Results suggest that organizational learning capability fully mediates the relationship between altruistic leader behavior and radical innovation.

Research limitations/implications

The database used in the study is very heterogeneous. Future research might delimit the database by organization size or sector.

Practical implications

Results suggest ideas for organizations that want to implement a working environment that fosters innovation performance in order to achieve radical innovations.

Originality/value

This is one of the few studies to concentrate on altruistic leader behaviors as such. This paper contributes to understanding how altruistic leader behavior affects radical innovation and the key role played by organizational learning capability.

Details

Leadership & Organization Development Journal, vol. 37 no. 8
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 30 May 2020

Francisco Fermín Mallén Broch, Emilio Domínguez Escrig, Ricardo Chiva Gómez and Rafael Lapiedra Alcamí

Based on the upper echelons and organisational identification theories, this paper focuses on the relationship between servant leadership and firm innovativeness, as well as the…

1527

Abstract

Purpose

Based on the upper echelons and organisational identification theories, this paper focuses on the relationship between servant leadership and firm innovativeness, as well as the underlying mechanisms that explain this relationship. More specifically, we analyse the relationship between servant leadership, firm innovativeness and corporate social responsibility to employees (CSRE).

Design/methodology/approach

A total of 285 Spanish firms took part in the study, and 570 questionnaires were gathered. Structural equation modelling was used to validate the proposed hypotheses.

Findings

Results suggest that servant leadership has a positive relationship with firm innovativeness, and this relationship is fully mediated by CSRE.

Research limitations/implications

HR managers have an overall view of their company and of the behaviour of other leaders. However, future research should also consider employees perceptions. The present study is cross-sectional, and it would be interesting to study the development of the interaction between leaders and followers, which calls for longitudinal and multilevel studies.

Practical implications

According to our results, managers could foster firm innovativeness if they select and promote leaders who display the different leadership behaviours related to servant leadership: empowerment, servitude, accountability, courage, authenticity, humility and stewardship. Moreover, training programmes should also foster these behaviours.

Originality/value

Few empirical studies analyse the relationship between servant leadership and innovation. The main contribution of the present research is to further the current knowledge of this relationship by disentangling the mediating role of corporate social responsibility to employees.

Details

Leadership & Organization Development Journal, vol. 41 no. 4
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 24 May 2023

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Design

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

Based on a sample of 263 Spanish companies, researchers provided strong evidence of the positive effect of authentic leaders on promoting organizational learning capability. They also showed the positive effects of organizational learning capability on innovation, revealing its mediating effect between authentic leadership and innovation.

Originality

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Details

Human Resource Management International Digest , vol. 31 no. 5
Type: Research Article
ISSN: 0967-0734

Keywords

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