Search results

Innovation is a key factor in assessing organizational success. The purpose of this paper is to examine how the organizational culture and operations strategy impact organizational innovation. It explores the influence of various combinations of organizational cultures and operations strategies on a firm’s ability to innovate both in process and product.

A conceptual model is developed which attempts to explain how the reciprocal and dynamic interactive relationship between organizational culture and operations strategy and innovation is structured. In total, 233 valid questionnaires were collected from 17 small- and medium-sized enterprises (SMEs) in Taiwan. Structural equation modeling was used to investigate the direction and strengths of the relationships and develop a comprehensive picture to illustrate the drivers of successful innovation.

The analysis and conclusions confirm the suitability of Culture–Strategy–Innovation Model and the detailed results demonstrate that a combination of innovative organizational culture and flexibility-oriented operations strategy has the strongest influence on a firm’s innovation process thereby improving their innovative organizational outcomes.

Although based on Taiwanese manufacturing industries these results provide useful insights for manufacturing industries in general. In alternative contexts, the combination of different dimensions of culture and strategy can be expected to cause different levels of success in innovation. This study provides robust evidence to explain the organizational climate needed to guide the innovative and flexibility considerations needed for SMEs in the manufacturing industry.

This is an empirical study which specifically investigates the activities of SMEs in the metal/plastic manufacturing industry in Taiwan and in particular examines organizational culture, operations strategies and innovation. The research model proposed and confirmed offers a new multi-dimensional structure of culture and strategy linked with their various related dynamic interrelationships and the drivers that impact organizational innovation.

The purpose of this paper is to report the findings of a study that examines the influence of leader–member exchange (LMX) on employees' turnover intention and presenteeism with the mediating role of perceived organizational support in the context of the semiconductor industry.

An empirical study based on a sample of 124 department managers and 241 team members in five high-tech companies in Taiwan. Structural equation modelling analysis was used for hypothesis testing.

The results reveal that perceived organization support significantly relates to employees' turnover intention and mediates the relationship between LMX and turnover intention. Additionally, employees' presenteeism is influenced by perceived LMX.

The results of the study are of high importance for high-tech companies, which continuously strive for innovation efficiency and sustainability. Managers and practitioners could benefit from better understanding regarding the importance of perceived organization support and LMX in affecting employee behaviours and company performance.

The present study finds a significant positive relationship between LMX and presenteeism, which is contrary to the previous research.

This study aims to demonstrate the positive effect of human capital disclosure on firm performance, and to specify the boundary conditions of the relationship.

The study applies the signaling and stakeholder perspectives and uses a one‐year lag design to avoid reverse causality in exploring the human capital disclosure and performance link. Content analysis of annual reports and hierarchical regression are applied.

Human capital disclosure positively impacts on organizational performance such as market‐to‐book ratio and ROA. Organizational size negatively moderates the relationship between disclosure of human capital information and firm performance. Knowledge intensity has curvilinear positive moderation effect between the relationship above.

Human capital disclosure can help communicate to various stakeholders. Organizational performance can thus be enhanced through the communication process. Disclosure in the context of higher knowledge intensity is more beneficial.

The paper theoretically and empirically links up human capital disclosure and organizational performance. It also identifies both the diminishing return and increasing return moderation effects by organizational size and knowledge intensity between the human capital disclosure and performance link.

The purpose of this paper is to examine the effect of individual‐based, firm‐based, and market factors on job retention, basing its hypotheses on human capital theory and signaling models.

By collecting secondary data on 180 employees who left their jobs at one firm and interviewing human resource managers and those who left for other jobs, factors determining the decision to stay with a firm for a certain period were investigated. Hierarchical regression analyses were performed to test hypothesized relationships.

Marriage, gender, honored employee status, relative pay (both inter‐firm and intra‐firm wages), speed of promotion, and economic cycles had a significant impact on how long the employees retained their jobs, but education level and individual performance did not. Firm‐specific human capital, wages, and signaling effects were proved to affect job retention. Firm‐based factors had a significantly more pronounced impact on the ultimate decision than individual‐based factors.

This study examines worker mobility from the perspective of actual length of job retention, complementing existing streams of research based on intention to leave. Because a few unexamined psychological and sociological factors may confound the findings and because only examine one firm is examined, care should be used when generalizing the findings to other firms.

The study provides evidence useful in the creation of human resource management practices aimed at retaining competent employees.

This study's research questions and methods are new to the line of turnover studies, making it a starting point for further lines of exploration.

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

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

A company's ability to innovate can typically be influenced by a range of different factors. Strong impact is possible from the organization's prevailing culture and its type of operations strategy. Potential exists for any impact to be maximized when specific dimensions of culture and strategy combine generate an interactive effect.

The briefing saves busy executives 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.