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Article
Publication date: 23 May 2022

Kaveh Abhari, Michael Pesavento and David Williams

The need for accelerating innovation is exacerbated as organizations struggle to either adapt or perish in this unforgiving condition due to the COVID-19 disruption. To…

Abstract

Purpose

The need for accelerating innovation is exacerbated as organizations struggle to either adapt or perish in this unforgiving condition due to the COVID-19 disruption. To address this issue, many organizations have embraced employee-driven participatory innovation to survive and thrive albeit the uncertainties. This study aims to investigate the role of enterprise social media (ESM) in supporting and facilitating these efforts.

Design/methodology/approach

This study first identified the underlying mechanisms that allow ESM use to foster and maintain participatory innovation and then reexamined how these mechanisms played out during the COVID-19 lockdown restrictions. The data was collected through a questionnaire in two phases, before and during work-from-home mandates, and the results were analyzed and compared to capture similarities and differences.

Findings

The results revealed that innovation culture and management support mediated the effects of ESM use on three measures of innovation productivity in both conditions. Interestingly, the effect of ESM use was more prominent in driving innovation in the work-from-home condition. This effect was not limited to the direct effect of ESM use on innovation productivity but on innovation culture and management support as well.

Originality/value

The results suggest that ESM offer a potentially useful path to support and enable employees to participate in the innovation processes, especially when they work remotely or in a distributed team. More generally, this paper should be of interest to researchers and practitioners interested in understanding, implementing and evaluating enterprise social software applications and encouraging employee-driven participatory innovation.

Details

Information Technology & People, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0959-3845

Keywords

Article
Publication date: 19 May 2022

Mingjun Yang, Tuan Trong Luu and David Qian

Service innovation benefits hospitality organizations’ service quality and competitive advantages. However, how and when team culture amplifies team service innovation is…

Abstract

Purpose

Service innovation benefits hospitality organizations’ service quality and competitive advantages. However, how and when team culture amplifies team service innovation is still not fully comprehended. Thus, this study aims to reveal the mediation and moderation mechanisms behind the team-level culture and service innovation nexus.

Design/methodology/approach

This study used both quantitative and qualitative methods to validate the research model. The authors collected data from leaders and their members working in the hospitality sector in China.

Findings

The results demonstrated the positive nexus of developmental culture and team service innovation. This nexus was sequentially mediated by aggregated creative role identity and aggregated creative self-efficacy and was also strengthened by task interdependence.

Practical implications

The results indicated that hospitality practitioners should consistently instill the values of developmental culture into their members to trigger their teams’ service innovative endeavors. They should also design more tasks requiring intensive teamwork and encourage members to complete these tasks collaboratively.

Originality/value

This study advances the understanding of the direct, mediating and moderating effects behind team service innovation.

Details

International Journal of Contemporary Hospitality Management, vol. 34 no. 10
Type: Research Article
ISSN: 0959-6119

Keywords

Book part
Publication date: 2 March 2022

Zohra Ghali, Khadija Saidi and Arfia Aman

Purpose: This study aims to investigate the effect of culture on innovation within the workplace. Special attention has been paid to Middle East and North Africa (MENA…

Abstract

Purpose: This study aims to investigate the effect of culture on innovation within the workplace. Special attention has been paid to Middle East and North Africa (MENA) culture features and their impact on employees’ adaptation to the innovation within their organizations.

Approach/methodology: To achieve this objective, a theoretical study has been carried out. Given its popularity in culture-related research, the Hofstede model has been used to understand the specificities of MENA region culture. An extensive literature review has been employed to investigate the relationship between culture and innovation in the workplace.

Findings: Based on the relevant literature, it can be said that the country’s culture has a considerable impact on how the employees adapt to the changes within the workplace. Some issues of Arab culture that managers should be aware of and suitable solutions have been underlined to improve the adoption of innovation within the organizations in Arab countries.

Research implications: This study contributes to knowledge regarding the association between innovation and culture within the workplace in the MENA region. Findings provide straightforward ways for managers to improve the adaptation of their employees to the growing innovation required by the global market.

Originality/value: This study is among the earliest to focus on the association between innovation and culture within the MENA region. In addition, it is among the rare studies, which explore the main issues of Arab culture that make the adaptation to innovation a complex phenomenon that requires further efforts from managers for successful innovation performance. The limitations, as well as the future research pathways, have been mentioned at the end of this study.

Details

Entrepreneurial Rise in the Middle East and North Africa: The Influence of Quadruple Helix on Technological Innovation
Type: Book
ISBN: 978-1-80071-518-9

Keywords

Book part
Publication date: 28 August 2018

Piero Formica and Martin Curley

In the knowledge economy, greater togetherness is the prerequisite for innovating and having more: selflessness extends scope while selfishness increases limitations. But…

Abstract

In the knowledge economy, greater togetherness is the prerequisite for innovating and having more: selflessness extends scope while selfishness increases limitations. But human beings are not automatically attracted to innovation: between the two lies culture and cultural values vary widely, with the egoistic accent or the altruistic intonation setting the scene. In the representations of open innovation we submit to the reader’s attention, selfishness and selflessness are active in the cultural space.

Popularized in the early 2000s, open innovation is a systematic process by which ideas pass among organizations and travel along different exploitation vectors. With the arrival of multiple digital transformative technologies and the rapid evolution of the discipline of innovation, there was a need for a new approach to change, incorporating technological, societal and policy dimensions. Open Innovation 2.0 (OI2) – the result of advances in digital technologies and the cognitive sciences – marks a shift from incremental gains to disruptions that effect a great step forward in economic and social development. OI2 seeks the unexpected and provides support for the rapid scale-up of successes.

‘Nothing is more powerful than an idea whose time has come’ – this thought, attributed to Victor Hugo, tells us how a great deal is at stake with open innovation. Amidon and other scholars have argued that the twenty-first century is not about ‘having more’ but about ‘being more’. The promise of digital technologies and artificial intelligence is that they enable us to extend and amplify human intellect and experience. In the so-called experience economy, users buy ‘experiences’ rather than ‘services’. OI2 is a paradigm about ‘being more’ and seeking innovations that bring us all collectively on a trajectory towards sustainable intelligent living.

Article
Publication date: 19 May 2022

Xixiong Xu, Cuiliang Lin and Lingling Duan

This study aims to investigate whether and how corporate seniority culture (a form of high power distance or hierarchy), a typical feature of Confucian norms, affects the…

Abstract

Purpose

This study aims to investigate whether and how corporate seniority culture (a form of high power distance or hierarchy), a typical feature of Confucian norms, affects the corporate innovation efficiency in emerging markets.

Design/methodology/approach

This study defines and measures seniority culture through the ranking method of independent directors in company’s annual report. Unlike most companies in the USA where directors are listed alphabetically, the ranking of directors in China is meaningful and reflects hierarchy. This study considers a firm with seniority if independent directors are ranked according to their status, including age, social position and political connection. Using data from Chinese listed companies between 2009 and 2013, this study conducts multiple regressions to examine the impact of seniority on innovative efficiency.

Findings

The empirical results show that seniority culture is negatively associated with innovative efficiency. Moreover, the negative association between a corporate culture of seniority and innovative efficiency is more pronounced in firms with more male executives and knowledge-intensive firms. Further analysis reveals that seniority culture expands pay disparities among different classes, hinders their enthusiasm to communicate and ultimately damages the corporate efficiency of innovation.

Practical implications

Corporate seniority culture is an essential factor that may hinder employee communication and inhibit innovation efficiency. Therefore, companies should break the identity barrier at different levels and advocate a culture of equality to promote information exchange and knowledge sharing among employees.

Originality/value

This study extends the field of literature on the determinants of corporate innovation efficiency and deepens our theoretical understanding of the negative impact of corporate seniority culture.

Details

Chinese Management Studies, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1750-614X

Keywords

Article
Publication date: 5 April 2021

Ayman Wael Al-Khatib, Moayyad A. Al-Fawaeer, Mohammed Iqbal Alajlouni and Firas A. Rifai

The purpose of this paper is to identify the effect of organisational culture by its two dimensions (innovative organisational culture and conservative organisational…

Abstract

Purpose

The purpose of this paper is to identify the effect of organisational culture by its two dimensions (innovative organisational culture and conservative organisational culture) on innovative performance and also investigate the moderating role of the job type on innovative performance in the relationship between innovative organisational culture and conservative organisational culture.

Design/methodology/approach

For this study’s purposes, 321 questionnaires from employees of Jordanian private universities were analysed. Convergent validity and discriminant validity tests were performed. Data reliability was confirmed. A bootstrapping technique was used to analyse the data. The multi-group analysis was performed to investigate the moderating role of job type.

Findings

The results of this study indicate that the innovative organisational culture will improve innovative performance and that a conservative culture reduces innovation opportunities. Moreover, innovative organisational culture promotes innovative performance for all employees regardless of who holds administrative positions.

Research limitations/implications

This cross-sectional study provides a snapshot at a given moment in time, a methodological limitation that affects the generalisation of its results. Moreover, this study adopted subjective measures and the results are limited to one country, Jordan.

Practical implications

This paper contributes to drawing the attention of senior management to the importance of innovation culture in the performance of innovation at Jordanian private universities surveyed, in particular, and other organisations in general.

Social implications

The social impact of this study is to respond to the challenge of building an innovation-based culture and to limit the effects of a conservative culture that limits the response to innovation.

Originality/value

This study has important implications for leaders in general. It also highlights the need for organisations to develop an orientation towards innovative organisational culture instead of the classic approach based on the conservative culture of all its members (both administrative and non-administrative employees) and to invest in training that supports this trend, thus increasing their innovative performance, which contributes to raising their capabilities to excel, compete and achieve high levels of performance.

Details

International Journal of Innovation Science, vol. 14 no. 3/4
Type: Research Article
ISSN: 1757-2223

Keywords

Article
Publication date: 29 April 2021

Liang Ma, Xin Zhang, Gaoshan Wang and Ge Zhang

The purpose of the present study is to build a research model to study how the use of different enterprise social media platforms affects employees' relationship capital…

Abstract

Purpose

The purpose of the present study is to build a research model to study how the use of different enterprise social media platforms affects employees' relationship capital, and the moderating role of innovation culture is also examined.

Design/methodology/approach

Structural equation modeling was performed to test the research model and hypotheses. Surveys were conducted in an electronic commerce company in China that uses different social media platforms, generating 301 valid responses for analysis.

Findings

First, private social media used for work-related purposes can contribute to employees' relationship capital, and public social media QQ used for work-related purposes can contribute to employees' communication quality. WeChat used for social-related purposes has a positive effect on employees' information exchange. Second, innovation culture acts as a positive moderator between work-related media use and employees' information exchange, while innovation culture acts as a negative moderator between social-related WeChat use and employees' information exchange. Third, innovation culture acts as a positive moderator between work-related QQ use and employees' trust, while innovation culture acts as a negative moderator between social-related QQ use and employees' trust.

Originality/value

First, this paper contributes to the information system (IS) social media literature by studying the effect of the use of different enterprise social media platforms used for different purposes on employees' relationship capital. Second, the authors contribute to relationship capital theory by clarifying that use of public and private social media platforms for social- and work-related purposes is an important driver of the formation of employees' relational capital. Third, the present study also contributes to enterprise social media literature by confirming that innovation culture acts as a different moderator between use of different enterprise social media platforms and employees' relationship capital.

Article
Publication date: 17 February 2021

Ali Zeb, Fazal Akbar, Khawar Hussain, Adnan Safi, Muhammad Rabnawaz and Faheem Zeb

Innovation is the basic input to organizational endurance; therefore, the study of processes that support innovation should be of interest to practitioners and researchers…

2993

Abstract

Purpose

Innovation is the basic input to organizational endurance; therefore, the study of processes that support innovation should be of interest to practitioners and researchers alike. Consequently, there is increasing attention for the supplementary research examination of the influencing elements of innovativeness.

Design/methodology/approach

The data were collected in 2018 using adapted questionnaires that were tested. The respondents were 446 employees of Pakistan Electric Power Company (PEPCO). Bivariate correlations and hierarchical regression were used for the data analysis.

Findings

The findings showed that the competing value framework (CVF) model of organizational culture may promote innovativeness that translates to the progress of PEPCO, which deserved barrier for everyone relying on the values made by the culture of the organization. The adhocracy culture is considered to be statistically suitable for the prediction of performance and enhancement of innovation in the organization. Based on the above findings, it may be deduced that innovation mediated the relationship between some particular types of organizational culture and performance.

Practical implications

The CVF model provides a supportive framework for the development of procedures that promote innovation in the organization. The focus of the CVF model highlighted employees' behavior and function of organizational culture, which can restrain or stimulate performance. This study reported and developed a basis for an empirical model based on the CVF model.

Originality/value

This paper found that the CVF model and innovation are mega sources of innovation at PEPCO. This work should be of interest in the area of innovation and performance improvement. There are very few empirical research studies on the relationship between organizational culture, innovation and performance, specifically in the context of developing countries. This is one of the very few studies conducted to empirically examine the influence of CVF model on performance through the mediating role of innovation in PEPCO.

Details

Business Process Management Journal, vol. 27 no. 2
Type: Research Article
ISSN: 1463-7154

Keywords

Article
Publication date: 22 March 2013

Tomislav Baković, Tonći Lazibat and Ines Sutić

Radical innovations are considered as a main source of competitive advantage for both small and medium enterprises and small economies such as Croatia. Although from a…

1124

Abstract

Purpose

Radical innovations are considered as a main source of competitive advantage for both small and medium enterprises and small economies such as Croatia. Although from a theoretical point of view a clear distinction between incremental and radical innovations exists there is much less investigation into differences in organizational culture that foster these types of innovations. The aim of this paper is to investigate the radical innovation culture in the Croatian manufacturing industry.

Design/methodology/approach

Key prerequisites for creating radical innovation culture are selected and then analyzed by using multiple regression analysis. Elements of radical innovation culture analyzed were: autonomy, cannibalization, pro activeness and risk taking.

Findings

When it comes to generating radical product innovations or creating appropriate culture the current state in Croatian manufacturing industry is far from satisfactory. Some recommendations for improving the current state with suggestions for further research are discusses in the final part of the paper.

Originality/value

Originality of the paper comes mainly from three key aspects. First of all the paper identifies key components of radical innovation culture specific to manufacturing industry. Second, in this process special attention is given to specifics of a small country like Croatia. Third, the paper offers clear guidance to management on ways of stimulating radical innovation culture.

Details

Journal of Enterprising Communities: People and Places in the Global Economy, vol. 7 no. 1
Type: Research Article
ISSN: 1750-6204

Keywords

Article
Publication date: 8 October 2018

Marina Dabić, Jasminka Lažnjak, David Smallbone and Jadranka Švarc

The purpose of this paper is to analyse the relationship between the three components of intellectual capital (IC) (human, structural, and relational), and contextual…

2175

Abstract

Purpose

The purpose of this paper is to analyse the relationship between the three components of intellectual capital (IC) (human, structural, and relational), and contextual factors relating to organisational climate (OC) and innovation culture, together with their influence on business performance (BP).

Design/methodology/approach

This empirical research is based on an online questionnaire, which collected data from a non-probability quota sample consisting of 253 Croatian SMEs. The scales for IC, OC, and innovation culture were constructed to test the relationship between these dimensions and assess the BP of the SMEs.

Findings

Based on a survey on 253 SMEs in Croatia, the analysis shows that the key dimensions of IC, innovation culture, and OC are vital to a company’s success and are strongly inter-correlated. Higher BP is positively related to higher levels of both IC and innovation culture.

Research limitations/implications

The main limitation of the research is the subjective aspect of the study. The data used in the study were self-reported where respondents in a survey gave their assessment of firm performance. Although this was necessary because of the absence of other data, it is an issue that must be taken into account when interpreting the findings in the study.

Practical implications

Understanding the role of IC, OC, and innovation culture in relation to BP, particularly in former transition countries, can have important implications for managers and enterprise owners, as well as policy makers and the academic community.

Social implications

The findings emphasise the important role of tacit knowledge in the innovation process, of which IC and OC are good examples.

Originality/value

This empirical study brings evidence from the understudied country of Croatia. Croatia is a post-transitional country and the last accessed member of the EU, on the dividing line between a modest and a moderate innovator. This is the first empirical study conducted in Croatia that explores the association between three concepts that are typically investigated separately (IC, OC, and innovation culture).

Details

Journal of Small Business and Enterprise Development, vol. 26 no. 4
Type: Research Article
ISSN: 1462-6004

Keywords

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