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Article
Publication date: 20 September 2022

Lai Wan Hooi and Ai Joo Chan

This paper aims to examine the mediating effect of innovative culture in the relationship between transformational leadership and workplace digitalisation; and the…

Abstract

Purpose

This paper aims to examine the mediating effect of innovative culture in the relationship between transformational leadership and workplace digitalisation; and the moderating effect of rewards and recognition on the transformational leadership–innovative culture relationship.

Design/methodology/approach

A total of 256 valid samples were used in the structural equation modeling tests. The respondents were management-level executives from companies in Selangor/Kuala Lumpur, Malaysia.

Findings

The findings reveal that the transformational leadership–workplace digitalisation relationship is mediated by innovative culture. Besides, rewards and recognition moderate the transformational leadership–innovative culture relationship.

Practical implications

This study unpacks the black box to the practitioners how the prominent organisational factors interplay in shaping employees' perception and acceptance of workplace digitalisation.

Originality/value

The findings also enrich the interdisciplinary literature on how transformational leadership, rewards-recognition, and innovative culture intersect with employees' perception and acceptance of workplace digitalisation.

Details

Leadership & Organization Development Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0143-7739

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: 13 September 2022

Kareem A. Rashwan and Meril Ghaly

This study aims to investigate the effects of different leadership styles, transformational, transactional and authentic leadership, on travel agents’ innovational

Abstract

Purpose

This study aims to investigate the effects of different leadership styles, transformational, transactional and authentic leadership, on travel agents’ innovational behavior, with organizational culture as a mediator.

Design/methodology/approach

The study aim was achieved by using an integrative model using LISREL 8.80. Quantitative research was used using a questionnaire. A convenient sampling technique was used to select the sample. A total of 500 questionnaires were distributed to travel agents, out of which 415 were returned, and 376 usable ones were statistically handled (75.2% response rate).

Findings

Transformational leadership has a significant impact on organizational culture (ß = 0.34) and innovational behavior (ß = 0.46). Authentic leadership has a significant impact on both organizational culture (ß = 0.38) and innovational behavior (ß = 0.52). Transactional leadership significantly impacts organizational culture (ß = 0.38); however, it has no significant impact on innovational behavior (ß = 0.31). The positive influence of leadership styles on innovative behavior is mediated by innovative organizational culture (ß = 0.92).

Research limitations/implications

Further research should explore the relationship between other leadership styles and innovation. Additionally, investigates the relationship between organizational culture factors and innovation. This study targeted category “A” travel agencies. Therefore, to generalize the study findings, the study should be replicated with other categories of travel agencies.

Practical implications

Travel agencies organizations should invest in managers who adopt authentic and transformational leadership, whereas transactional leaders are urged to be open to new ideas, invest in the knowledge and skills of their employees, encourage friendly communication with their employees and ensure that there are reasonable punishment and reward systems within the organization.

Originality/value

This study presents new insights into tourism field by integrating the study variables (organizational culture, innovative behavior and leadership style), into one framework, particularly in developing countries’ contexts.

Details

Consumer Behavior in Tourism and Hospitality, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2752-6666

Keywords

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…

8447

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

Keywords

Article
Publication date: 29 March 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…

3368

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

Keywords

Article
Publication date: 15 April 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

Keywords

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…

4090

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

Keywords

Article
Publication date: 12 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

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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

Keywords

Article
Publication date: 16 July 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

Keywords

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.

2014

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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