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Article
Publication date: 31 July 2007

Aron O'Cass and Liem Viet Ngo

The paper aims at providing insights into how market orientation and organisational culture together contribute to brand performance, shedding light on the nexus between…

Abstract

Purpose

The paper aims at providing insights into how market orientation and organisational culture together contribute to brand performance, shedding light on the nexus between innovative culture and market orientation, and examining the relative importance of innovative culture over market orientation in affecting brand performance.

Design/methodology/approach

In a cross‐sectional survey, a variance‐based structural equation modelling was used to test hypotheses on a convenience sample of 180 marketing executives in Australia.

Findings

Organisations with a strong innovative culture appear to recognise that building a successful brand depends not always on the interpretation of feedback received from current customers and competitors, but instead on organisations' ability to innovatively develop unique ways of delivering superior value to customers. The findings were consistent with this advice to both market orientation and innovative culture. In addition, the findings indicate that market orientation is a response partially derived from the organisation's innovative culture. Finally, it was also found that organisational culture was relatively more important than market orientation in affecting organisational performance.

Originality/value

The paper advances the understanding of performance‐based market orientation research by investigating structural relationships among market orientation, organisational culture, and organisational performance at the micro level (e.g. brand performance).

Details

European Journal of Marketing, vol. 41 no. 7/8
Type: Research Article
ISSN: 0309-0566

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Article
Publication date: 2 December 2019

Junwei Zheng, Guangdong Wu, Hongtao Xie and Hongyang Li

The purpose of this paper is to examine the joint congruence effect of leadership styles and organizational culture on project members’ innovative behaviors in the…

Abstract

Purpose

The purpose of this paper is to examine the joint congruence effect of leadership styles and organizational culture on project members’ innovative behaviors in the construction projects setting.

Design/methodology/approach

The proposed hypotheses are tested using polynomial regression with a sample of 217 project managers and employees of different construction projects in China, and plotted through response surface analysis.

Findings

The results of polynomial regressions support the congruence effect hypothesis, indicating that more innovative behaviors of the project members could be elicited by a high level of congruence between transformational or transactional leadership styles and organizational culture. Furthermore, asymmetrical incongruence effects are found wherein project members with lower levels of innovative behaviors when project organizational culture is stronger as compared with when two leadership styles are at higher levels. Specifically, the condition is found under the innovation dimension of organization culture, but higher level of innovative behavior conversely displays when the harmony culture is weaker than two leadership styles.

Research limitations/implications

The conceptual model and hypotheses are examined by analyzing cross-sectional and self-reported data collected in China. The findings could be further examined through multi-source or longitudinal, more systematic research.

Practical implications

The findings highlight the pivotal role played by the value congruence of leaders-organizations in motivating employees to be innovative in project organizations. This paper provides knowledge for project managers to help them understand whether and how project members’ innovative behaviors are better motivated by the fit or misfit between the styles of leadership and project organizational cultures. Besides, this study provides the approach or direction for the project leaders training.

Originality/value

This study is one of the first to examine the joint effects of leadership styles and organizational culture on innovative behavior based on the person-organization fit theory and from the perspective of value congruence.

Details

International Journal of Managing Projects in Business, vol. 12 no. 4
Type: Research Article
ISSN: 1753-8378

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Article
Publication date: 3 June 2019

Martín Solís and Ronald Mora-Esquivel

This study aims to develop and validate a scale to measure innovative culture in work teams of the public sector (ICT).

Abstract

Purpose

This study aims to develop and validate a scale to measure innovative culture in work teams of the public sector (ICT).

Design/methodology/approach

A mixed research design was followed. An initial literature review and a qualitative study identify the possible dimensions that give content to the construct of the innovative culture. Subsequently, two quantitative studies are carried out to explore the measurement scale and provide evidence of its reliability and validity.

Findings

The results show that the ICT construct is composed of ten dimensions and likewise, exhibit internal consistency and evidence of validity.

Originality/value

This study attempts to provide an additional contribution to the conceptualization and measurement of innovative culture, through the development of a scale that consolidates the different dimensions proposed by the authors. Besides, the scale developed is the only one, as far as we know, that has been created to evaluate innovative culture in work teams.

Details

International Journal of Innovation Science, vol. 11 no. 2
Type: Research Article
ISSN: 1757-2223

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Article
Publication date: 13 March 2020

Carlos Botelho

This paper aims to deepen the extant theoretical and empirical knowledge on the mechanisms by which organizational culture and HR practices interact to promote innovative

Abstract

Purpose

This paper aims to deepen the extant theoretical and empirical knowledge on the mechanisms by which organizational culture and HR practices interact to promote innovative capability in organizations.

Design/methodology/approach

The data for this study were collected from a sample of 75 companies in two phases. First, the HR managers of those companies responded to a survey that measures organizational culture, HR practices and innovative capability. Second, we obtained additional data from department managers of 36 of those 75 companies. The research model and hypotheses were tested using structured equation modeling (SEM).

Findings

The results indicate that cultural traits have direct and significant effects on promoting innovative capability and that they have also a strong effect on the effectiveness of implemented HR practices, the latter having a mediation role. The importance of considering both generic and specific (innovation focused) HR practices to obtain a synergistic effect in the promotion of innovation was also demonstrated.

Research limitations/implications

The data were collected using a questionnaire at a single point in time, and thus, not allowing cause–effect inferences.

Practical implications

The results of this study provide evidence for HRM professionals interested in designing a system of HR practices that contributes to enhance organizational innovative capability.

Originality/value

This study advances our understanding of the mechanisms through which HR practices have an incremental effect over organizational culture on organizations' innovative capability, specifically offering a list of innovation-targeted practices. Moreover, it suggests that decision-makers will benefit from combining a range of generic and innovation-focused HR practices, which will display greater effect when embedded on highly effective culture contexts.

Details

International Journal of Productivity and Performance Management, vol. 69 no. 7
Type: Research Article
ISSN: 1741-0401

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Article
Publication date: 5 August 2019

Zhigang Song, Qinxuan Gu and Boyi Wang

The purpose of this paper is to develop a measurement of creativity-oriented HRM systems that improve organizational creativity. This paper also aims to explore the…

Abstract

Purpose

The purpose of this paper is to develop a measurement of creativity-oriented HRM systems that improve organizational creativity. This paper also aims to explore the mechanisms between them by investigating the mediating role of innovative culture and the moderating role of customer orientation.

Design/methodology/approach

The study uses a sample of 82 knowledge-intensive companies with 780 respondents consisting of 145 HR professionals, 512 core knowledge workers and 123 top managers in China. Exploratory factor analysis, confirmatory factor analysis and regression analysis are used to validate the measure of creativity-oriented HRM systems and test hypotheses.

Findings

This study finds that creativity-oriented HRM systems are composed of three dimensions, which are creative skill-enhancing practices, intrinsic motivation-enhancing practices and empowerment-enhancing practices. These practices significantly improve organizational creativity through innovative culture. Furthermore, customer orientation moderates the effect of innovative culture on organizational creativity in such a way that the positive relationship is stronger when customer orientation is high.

Originality/value

This study contributes to the strategic human resource management literature by developing and validating a measure of creativity-oriented HRM systems. Moreover, it also explores the mechanism between creativity-oriented HRM systems and organizational creativity based on a complementary perspective of innovativeness, which underlines the important mediating effect of innovative culture. More importantly, the authors propose the significance of absorbing knowledge and information from customers and put forward the moderating role that customer orientation plays, especially in an emerging country context such as China.

Details

International Journal of Manpower, vol. 40 no. 5
Type: Research Article
ISSN: 0143-7720

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Article
Publication date: 13 November 2017

Piet Moonen

The purpose of this paper is to address the importance of cultural values, the organizational culture and management style for innovation. It also comparatively evaluates…

Abstract

Purpose

The purpose of this paper is to address the importance of cultural values, the organizational culture and management style for innovation. It also comparatively evaluates the actual performance of European countries in innovation.

Design/methodology/approach

In this paper, the theoretical frameworks of the well-known scholars Hofstede, House, Schwartz, Boisot and Cameron and Quinn are critically evaluated and compared with each other. In addition, the authors compared the cultural rankings and the actual performance in innovation of selected European countries. Before addressing the impact of culture on the innovative strength of nations, different definitions of innovation are being described. The theoretical framework developed on the basis of the six Hofstede dimensions is composed; the nine House dimensions are supplemented and the Schwartz values for innovative strength of nations are also being discussed. Culture as a knowledge asset, the positioning in information space and its influence on innovation following the theories of Boisot and the different cultural types as defined by Cameron and Quinn have been studied and evaluated. The performance of European countries in innovation has been evaluated on the basis of the Global Innovation Index, the patent applications to the European Patent Office and the European Innovation Scoreboard.

Findings

Based on literature review, one can conclude that there is a strong positive relation between several cultural characteristics of countries in question and their innovative strength. The results of this paper point out the importance of cultural values for innovation.

Research limitations/implications

This research has assessed the relation between national culture in general on the innovative strength of nations. Future research on which cultural characteristics and management styles have the strongest correlation with the innovative strength of nations could provide valuable insights for both scholars in this research field and for institutions and companies that wish to improve their innovative strength.

Practical implications

The results of this study provide us with the insight that the innovative strength of a nation or organization can be altered by changing (parts of) its culture. A practical implication of this finding is that a government can, for example, increase its nation’s innovative strength by encouraging cooperation between different institutions and by limiting rules and regulations which could cause barriers in the innovation process.

Social implications

A social implication of the findings of this study is the knowledge that to improve the innovative strength of a nation, a government needs to pursue a pro-active policy of transforming national culture, for example, by changing the educational system and decreasing the power distance between teachers and students. Such an effort to influence the national culture addresses interesting issues regarding the concept of social engineering.

Originality/value

By critically evaluating the qualitative cultural frameworks of several well-known scholars and relating them to quantitative statistical data about the innovative strength of nations, this study has combined the strengths of both qualitative and quantitative methodologies and produced non-trivial findings in an original manner.

Details

Journal of Organizational Change Management, vol. 30 no. 7
Type: Research Article
ISSN: 0953-4814

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Article
Publication date: 20 July 2010

Raed Ismail Ababaneh

This study seeks to investigate empirically the impact of organizational culture (bureaucratic, innovative, and supportive) and quality improvement practices.

Abstract

Purpose

This study seeks to investigate empirically the impact of organizational culture (bureaucratic, innovative, and supportive) and quality improvement practices.

Design/methodology/approach

Data used in this study were obtained through a questionnaire by random sampling, which took place in four large public hospitals, located in Irbid Governorate, Jordan, involving 271 managers, physicians, and nurses.

Findings

Quality improvement practices were measured by 16 statements on a five‐point rating scale. Each of the three types of organizational culture was measured using five items on a five‐point rating scale.

Practical implications

The three types of culture have a significantly positive influence on quality improvement practices, and account for 62 per cent of the variation of quality improvement practices. Compared with bureaucratic and supportive cultures, innovative culture appears to play a stronger role in quality improvement practices. Contrary to expectations, the analysis shows that bureaucratic actions enhance rather than hinder quality improvement practices. Respondents with a bachelor or a higher degree and participating in a training course related to quality reported higher prevalence of each culture and a higher level of quality improvement practices.

Originality/value

Innovative culture has a crucial role in quality improvement practices compared with bureaucratic and supportive cultures.

Details

Leadership in Health Services, vol. 23 no. 3
Type: Research Article
ISSN: 1751-1879

Keywords

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Article
Publication date: 1 April 2019

Hui Lei, Sengphet Phouvong and Phong Ba Le

This paper aims to provide more knowledge on antecedent conditions of organizational capacity for change by examining the mediating role of employee trust in relationship…

Abstract

Purpose

This paper aims to provide more knowledge on antecedent conditions of organizational capacity for change by examining the mediating role of employee trust in relationship between transformational leadership (TL) and two components of organizational change capacity (OCC) (innovative culture and capable champions) in Chinese firms.

Design/methodology/approach

Survey data were collected from 269 participants at 65 Chinese firms. Structural equation modeling was used to test hypotheses in the proposed research model.

Findings

The research findings indicate that within the Chinese context, TL and two dimensions of employee trust in leadership (cognition-based trust and affect-based trust) are positively related to innovative culture and capable champions. Moreover, the two dimensions of employee trust act as the mediating roles between TL and components of OCC.

Research/limitations implications

The results and benchmarks in this paper are appropriate for a particular context of Chinese firms. Future research should examine other contexts to provide a clearer picture of the relationship between the constructs.

Practical implications

The study highlights the importance of practicing TL style to build employee trust in leadership aimed at fostering innovative culture and capable champions.

Originality/value

The paper has provided theoretical and managerial initiatives in the field of organizational behavior and change management that can clarify the relationship between TL, employee trust and OCC. These initiatives might help firms to identify a right pathway for promoting OCC and adapting more quickly and effectively to the change of business environment.

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Article
Publication date: 13 August 2018

Ramendra Thakur, Dena Hale and Dhoha AlSaleh

Strategy and organizational culture are indispensable for success within a business. Both behavioral scientists and practitioners have shown keen interest in understanding…

Abstract

Purpose

Strategy and organizational culture are indispensable for success within a business. Both behavioral scientists and practitioners have shown keen interest in understanding the association between culture and strategy; however, no strong consensus has been formed about this relationship. This paper aims to shed light on this relationship by answering the following questions: Is organizational culture separable from its strategies? Is there an association between organizational culture and strategy?

Design/methodology/approach

Using a sample of 496 service managers, this study empirically examines the relationship between culture and strategy. Due to the nature of the data, cross-tabulation research method was used for analysis and to check the association between organizational culture and strategy.

Findings

Results indicate that successful firms with a bureaucratic and innovative culture may demonstrate any of the four examined strategies (command, rational, transactive and generative). The results also suggest that successful firms with a supportive culture will likely use a transactive or generative strategy. Overall, the results found that all four strategies are associated with each of the three corporate cultures, except for the supportive culture-command strategy and supportive culture-rational strategy dyads.

Originality/value

There are diverse views about the organizational culture-strategy relationship; however, no strong consensus has been formed about this relationship. Using managerial data collected from service industry, this study examines the relationship between three organizational cultures, namely, bureaucratic, supportive and innovative, and four different types of strategies, namely, specially command, rational, transactive and generative.

Details

foresight, vol. 20 no. 4
Type: Research Article
ISSN: 1463-6689

Keywords

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Article
Publication date: 11 February 2014

Sana El Harbi, Alistair R. Anderson and Meriam Amamou

– The research aims to ask whether, in the absence of overarching innovative conditions, a small firm can have an innovative culture and what its scale and scope is.

Abstract

Purpose

The research aims to ask whether, in the absence of overarching innovative conditions, a small firm can have an innovative culture and what its scale and scope is.

Design/methodology/approach

The study employs four exploratory case studies. This methodological choice is justified in that a case study approach allows the use of the existing literature without inhibiting the detection of any unique characteristics in the Tunisian context. This context of a developing economy is likely to be different from established economies.

Findings

The study finds evidence of a learning environment within the firms and a good fit with the concepts of an innovative culture. Internal knowledge sharing is evident for all companies. However, this culture faces inwards, so that the paucity of linkages and weak socialisation combines with institutional thinness to isolate the firms. Local competitive advantages are not amplified but rather are dampened by the relative absence of interaction.

Research limitations/implications

Most research about innovation in the ICT sector is conducted in the context of developed countries. This paper shows the specificities and uniqueness of innovation culture in the context of a developing country.

Practical implications

The findings imply that despite recent improvements, Tunisia lacks many of the regional “institutions” that produce the synergic benefits of an innovative milieu.

Originality/value

The context of a developing country is novel. The value of the findings may, however, be extended to other similar countries. This is important given the role of ICT in “catching up”.

Details

Journal of Small Business and Enterprise Development, vol. 21 no. 1
Type: Research Article
ISSN: 1462-6004

Keywords

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