Search results

The purpose of this article is to present, by means of a model, the determinants of organisational culture which influence creativity and innovation. A literature study showed that a model, based on the open systems theory and the work of Schein, can offer a holistic approach in describing organisational culture. The relationship between creativity, innovation and culture is discussed in this context. Against the background of this model, the determinants of organisational culture were identified. The determinants are strategy, structure, support mechanisms, behaviour that encourages innovation, and open communication. The influence of each determinant on creativity and innovation is discussed. Values, norms and beliefs that play a role in creativity and innovation can either support or inhibit creativity and innovation depending on how they influence individual and group behaviour. This is also explained in the article.

The relationship between organisational innovativeness (OI) and company performance has been studied extensively, and the associations found have mostly been positive. However, as OI is a multidimensional concept, more nuanced research is needed to identify which dimensions of innovativeness companies should focus on. The purpose of this paper is to longitudinally investigate the links between dimensions of OI and company financial performance, based on a sample of Finnish and Estonian pharmaceutical biotechnology companies.

Interviews inquiring about OI were conducted in 26 biotechnology companies and then their performance was measured over three subsequent years using objective financial data. Due to limited sample size, qualitative comparative analysis is employed in addition to non-parametric statistical tests.

Overall, OI did not decisively influence financial performance in the studied sector. There were, however, dimensions related to human resource policies that appeared to have more potential to positively impact financial performance, whereas the strategic dimension was actually aversive to certain performance indicators.

The study limitations are a small sample, possible managerial bias in the assessment of OI, and focus on financial measures only.

The study demonstrates that OI is a multidimensional construct and not all dimensions play an equal role in financial performance. Innovation-supportive human resource policies and strategic flexibility contributes to financial performance in the pharmaceutical biotechnology sector.

The contribution of the study is the analysis of a specific sector with a longitudinal approach by bridging quantitative and qualitative approach.

In some organizations action is taken to stimulate creativity and innovation. The right steps may have been taken, such as involving employees in decision making, recruiting and appointing employees who evidence characteristics of creativity, setting standards for work performance and giving regular feedback, yet creativity and innovation are hampered in some way. The culture of an organization may be a factor contributing to the extent to which creativity and innovation occur in an organization (Johnson, 1996; Judge et al., 1997; Pienaar, 1994; Shaughnessy, 1988; Tesluk et al., 1997; Tushman & O’Reilly, 1997 in Martins & Terblanche, 2003). The current organizational culture and the demands of creativity and innovation may lead to a conflict situation.

Many companies worldwide are currently involved in open innovation processes (OIPs), through which they aim to collect innovative insights and ideas from the crowd. The phenomenon has grown – and is destined to continue to grow – massively. As a result, there is strong interest from scholars and practitioners in rebuilding the relevant processes and developing a set of best practices. What seems to be missing from this developing topic of research is a focus on its antecedents and consequences. Since the phenomenon is so new, a focus on its consequences seems untimely. A focus on its antecedents, on the other hand, seems both promising and intriguing.

The fact that more and more companies are involved in OIPs suggests that they have already developed an organizational open innovation (OI) culture. If an OI culture already exists, how widespread is it and to what extent is it shared among those involved in knowledge ecosystems? With this question in mind, it seems worthwhile to investigate whether OI is supported culturally at both social and individual levels.

Finally, this chapter summarizes the state of the art of OI culture at social, organizational and individual levels and considers how an OI culture developed at company level may serve to drive its development at the social and individual levels.

The purpose of this paper is to examine the impact of knowledge creation mode (e.g. goal‐driven and goal‐free) and organizational culture on knowledge creation performance in the context of high‐tech manufacturing companies having received at least 20 patents.

This paper uses an empirical study to examine the research model.

Both goal‐free and goal‐framed creation modes are more likely to support knowledge creation, while the goal‐driven mode is not likely to be favorable for knowledge creation. Manufacturing companies who are frequently looking for new ideas for product design and manufacturing technologies are more likely to adopt the goal‐free creation mode. Adhocracy culture is more likely to be a predicator of product and manufacturing creation.

This work provides policy implications for government and high‐tech industry associations. A company whose cohesion comes mainly from the task achievements is likely to emphasize manufacturing creation. Companies who would like to emphasize goal achievement with respect to creation in manufacturing should form an organizational culture with a characteristic of market competition. Also, a company with both goal‐free and/or goal‐framed creation modes is more likely to be willing to frame its strategic decisions (or goals) and then freely look for creative ways to reach the goals.

Manufacturing creation‐based companies are becoming increasingly knowledge‐sensitive as the competition becomes more intense, and thus may try multiple modes of knowledge creation to strengthen their creation capability in some areas. The research findings are quite remarkable because the impacts of culture and creation mode on creation performance are statistically examined.

The purpose of this paper is to examine the links between organizational culture, innovation and banks’ performance in Palestine.

Data were gathered from 186 employees working in the Palestinian banking sector. The data gathered were analyzed using the PLS-SEM approach.

The findings of the study show that organizational culture and marketing innovation have a positive impact on banks’ performance. Moreover, it was found that marketing performance partially mediates the relationship between organizational culture and banks’ performance.

The paper may be of use for banks managers to create an organizational culture, which fosters both innovation and performance.

The paper is unique as it examines organizational culture, innovation and performance links in a non-western context.

This study aims to elicit an understanding of creativity and innovation to enable a totally aligned information security culture. A model is proposed to encourage creativity and innovation as part of the information security culture.

The study first applied a theoretical approach with a scoping literature review using the preferred reporting items for systematic reviews and meta-analyses method to propose a conceptual model for engendering employee creativity and innovation as part of the information security culture. A qualitative research method was further applied with expert interviews and qualitative data analysis in Atlas.ti to validate and refine the conceptual model.

A refined and validated information security culture model enabled through creativity and innovation is presented. The input from the expert panel was used to extend the model by 18 elements highlighting that the risk appetite of an organisation defines how much creativity and innovation can be tolerated to reach a balance with the potential risks it might introduce. Embedding creativity and innovation as part of the organisational culture to facilitate it further as part of the information security culture can aid in combating cyber threats and incidents; however, it should be managed through a decision-making process while governed within policies that define the boundaries of creativity and innovation in information security.

The research serves as a point of reference for further research about the influence of creativity and innovation in information security culture which can be investigated through structural equation modelling.

This study offers novel insights for managerial practice to encourage creativity and innovation as part of information security.

The research proposes a novel concept of introducing creativity and innovation as part of the information security culture and presents a novel model to facilitate this.

Among the existing literature, transformational leadership (TL), organizational culture (OC) and work–life balance (WLB) act as determinants of service innovation (SI). Specifically, the authors combine TL, OC and WLB into a model that clarifies these variables' influence on SI, particularly technological knowledge-intensive business services (T-KIBS).

A cross-sectional survey of 282 respondents from T-KIBS in Santa Catarina (Brazil) was conducted. The study used structural equation modeling (SEM) to test hypothesized relationships between the variables.

The results suggest a strong alignment of culture, leadership and WLB in T-KIBS. Therefore, it is shown that when the culture is strong and focused on SI, supporting the practices of employees, the transformative leaders can contribute with the same direction of actions supporting both WLB and SI. Likewise, the WLB is underpinned by cultures offering their employees support, well-being, creativity and innovation incentives.

The relationship between WLB and innovation is still emerging in research, not clearly defined in literature. Therefore, this study brings new and more in-depth information about these dimensions and their interrelations that influence SI. In addition, this conceptual framework has implications for practitioners not previously contemplated by the mainstream literature on KIBS.

The purpose of this paper is to examine the mediating role of innovation on the relationship between organizational culture and firm performance.

Data for the study were collected through a survey from 154 branches of ten prominent banks in Turkey and responses were analyzed to assess the relationships between organizational culture, firm performance and organizational innovation.

The findings reveal that in the banking sector, although organizational culture and innovation have a direct and positive effect on the firm performance dimensions, organizational culture was found to have an insignificant regression coefficient on the dimensions of firm performance in the presence of organizational innovations.

These findings provide useful insights for organizations, particularly in the banking industry, seeking to be competitive and responsive to environmental changes by successfully introducing innovations. Conclusions emphasize that mechanisms to encourage and foster an innovative culture in the organization are likely to facilitate the introduction, adoption and diffusion of innovations which, in turn, is likely to result in achievement of superior firm performance.

Organizational culture has been studied in the literature as one of the characteristics impacting the firm's performance. But there is a paucity of research which models and empirically studies the relationship between organizational culture and the firm performance. In addition, several researchers have studied organizational innovation as a driver of firm performance but fewer researchers have studied organizational innovations as being impacted by organizational culture. In this study, the paper examines the relationship between organizational culture and firm performance and the role of organizational innovation in this relationship. This research makes an important contribution to the existing literature by empirically examining the relationship between organizational culture, innovations and firm performance.

Purpose: Culture is not only shared, and it is often interpreted and expressed over time. Also, culture may lead to the promotion of creativity and innovation within a specific region and motivate individuals or groups to cultivate an entrepreneurial spirit. This chapter explores how companies can apply cultural influences differently and how governments/higher offices encourage cultural influences in innovation.

Design/methodology/approach: The chapter mainly aims at the technology trends in infrastructure and innovation in the Middle East and North Africa (MENA) region. The chapter aims to demonstrate how culture is shaped by innovation in education, patterns, and how the education system has developed, benefiting upcoming entrepreneurs in regions like Saudi Arabia, Egypt, Oman, the United Arab Emirates, and Bahrain.

Findings: This chapter examines the cultural history of various cultures, improving and promoting economic innovation and competitiveness. Thus, innovation involves new product creation, whereas innovation involves using the existing application with a creative approach to address the problems. Innovation and entrepreneurship are interlinked and dependent on each other, which considers aspects like practices, tasks, and responsibilities.

Originality/value: This chapter of the book focuses on culture and innovation mainly, which affects technological trends and entrepreneurship. Also, the chapter would be beneficial for the educational department that progresses in development and encourages students toward creativity.