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Article

Ferry Koster and Luc Benda

External factors such as global competition and new technologies, require organizations to be innovative. Such organizational innovations also ask for innovative human…

Abstract

Purpose

External factors such as global competition and new technologies, require organizations to be innovative. Such organizational innovations also ask for innovative human resource management (HRM). However, in the current literature, it is not completely clear what innovative HRM means, as it is conceptualized in different ways. This study aims to provide clarity about innovative HRM by suggesting a new measurement scale; formulating hypotheses about some core determinants of innovative HRM; and investigating how innovative HRM relates to organizational innovation.

Design/methodology/approach

Using a sample of 719 Dutch organizations it was possible to investigate the properties of the inventory and examining several determinants of innovative HRM and how it relates to organizational innovation.

Findings

The innovative HRM scale is internally consistent and differs from other HRM indicators. It is explained by external developments, organizational size and stability of the organization. Finally, innovative HRM is a predictor of organizational innovation.

Originality/value

The measure that was developed in this paper is new to the literature. Innovative HRM has not been measured in a similar way to date. Besides that, the innovative HRM Survey is a novel data set.

Details

International Journal of Innovation Science, vol. 12 no. 3
Type: Research Article
ISSN: 1757-2223

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Article

Zlatko Nedelko and Vojko Potocan

The main purpose of this paper is to emphasize the role and importance of management innovativeness for development of innovative working and behavior of organization and…

Abstract

Purpose

The main purpose of this paper is to emphasize the role and importance of management innovativeness for development of innovative working and behavior of organization and its employees.

Design/methodology/approach

General management literature quotes a plethora of reasons for the differences in organizations development level. Many theorists and practicians have unified opinion that the differences between low and high developed organizations are also due to the low innovativeness, i.e. the level of innovative working and behavior of all employees. This paper is based on the foundation that management attitudes towards innovativeness are crucial for increasing innovativeness in organization.

Findings

Increasing the level of innovativeness in an organization is importantly dependent upon appropriate working and behavior of management, which must create and maintain appropriate conditions for innovative working and behavior of organization as a whole and its employees. This contribution confirms that management readiness for innovating has a central role in organizations' shift from low to high innovative organizations.

Originality/value

The paper provides a comprehensive approach for considering the role of management innovativeness in low and high innovative organizations. Typical drivers of management innovativeness are outlined in framework of low and high innovative organizations. A framework for future empirical investigation is proposed.

Details

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

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Article

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

Yu Kyoung Park, Ji Hoon Song, Seung Won Yoon and Jungwoo Kim

– The purpose of this study is to investigate the mediating effect of work engagement on the relationship between learning organization and innovative behavior.

Abstract

Purpose

The purpose of this study is to investigate the mediating effect of work engagement on the relationship between learning organization and innovative behavior.

Design/methodology/approach

This study used surveys as a data collection tool and implemented structural equation modeling for empirically testing the proposed research model.

Findings

The study found that learning organization culture makes a direct and indirect impact on employees' innovative work behaviors. Results from hierarchical multiple regressions and structural equation modeling supported that work engagement fully mediates the relationship between the learning organization and innovative work behaviors.

Practical implications

HRD practitioners can develop effective interventions to enhance their employees' innovative behavior by devoting efforts to create a workplace that promotes collaborative learning culture and work engagement.

Originality/value

This study is valuable to HRD specialists interested in developing effective interventions that encourage employees to engage in innovative behavior.

Details

European Journal of Training and Development, vol. 38 no. 1/2
Type: Research Article
ISSN: 2046-9012

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Article

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

Keywords

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Article

Norawat Chutivongse and Nathasit Gerdsri

The purpose of this paper to address the challenges on “what should the management plan for organization development (OD) toward becoming an innovative organization?”

Abstract

Purpose

The purpose of this paper to address the challenges on “what should the management plan for organization development (OD) toward becoming an innovative organization?”

Design/methodology/approach

This study applies the concept of innovation management, maturity model and roadmapping. The confirmatory factor analysis and the multi-criteria decision analysis are applied as the methodologies to evaluate the relative importance of each influencing factor and to assess the areas needed for improvement, respectively. A case example is also included to demonstrate how the proposed approach can be applied.

Findings

Comparing the assessment result and the strategic target defined by the management, the gaps can be diagnosed and then a roadmap guiding OD can be proposed based on a firm’s strategy for improvement.

Research limitations/implications

This study proposes the approach and assessment model. Different companies always have their unique focus, so the management team have to modify the assessment model by following the proposed approach. Future research should be conducted to assess the effectiveness of each activity in increasing the level of innovativeness.

Practical implications

Ineffective development could result from setting a strategic direction and resource allocation based on the intuitive decisions of the management team. Therefore, it would be much better if the management team can systematically assess the current status and diagnose the areas needed for improvement to set an appropriate strategic direction.

Originality/value

The analytical approach to develop a strategic roadmap guiding a firm to become an innovative organization has not been presented in the existing literature.

Details

Journal of Modelling in Management, vol. 15 no. 1
Type: Research Article
ISSN: 1746-5664

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Article

Majda Bastic and Gabrijela Leskovar‐Spacapan

Innovativeness is probably the most effective way for organizations in the transition economies to improve their competitiveness. The purpose of this research is to find…

Abstract

Purpose

Innovativeness is probably the most effective way for organizations in the transition economies to improve their competitiveness. The purpose of this research is to find those factors, which significantly contribute to the innovativeness of organizations in the oldest market‐based economies but they have not been developed in the transition organizations.

Design/methodology/approach

A range of recently published works, which aimed to provide different theoretical findings and best practice of innovative economies highlighted organizational culture, entrepreneurship and market orientation as the most important factors influencing the organizational innovation intensity and sustained competitive advantage. These factors and their relationships together with the characteristics of the transition economies were applied to put hypotheses about their impact on innovation intensity in the transition organizations. The structural equation modeling was used to test these hypotheses on the sample of 214 Slovenian organizations.

Findings

The comparison of both innovation models, i.e. one significant for the innovative organizations, and the other found for the transition organizations showed that innovative organizational culture and market orientation have been the most important missing factors preventing the transition organizations from being innovative and thus achieving the sustained competitive advantage.

Research limitations/implications

Data collection was limited to one country, i.e. Slovenia.

Practical implications

The results obtained show that organizations cannot be innovative if all the most important factors influencing the innovation capability are not equally developed.

Originality/value

The missing factors and relations which have been the main obstacles for the transition organizations to be more innovative are found by benchmarking based on the structural equation modeling.

Details

Kybernetes, vol. 35 no. 7/8
Type: Research Article
ISSN: 0368-492X

Keywords

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Article

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. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1757-2223

Keywords

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Article

Min-Seong Kim and Dong-Woo Koo

The concept of leader–member exchange (LMX) is well accepted in the service industry. This study examines how the quality of LMX helps hotels to achieve desirable…

Abstract

Purpose

The concept of leader–member exchange (LMX) is well accepted in the service industry. This study examines how the quality of LMX helps hotels to achieve desirable outcomes, such as innovative behavior and job performance. The model was developed based on the LMX theory, and considers the relationship among the quality of LMX, employee engagement, innovative behavior and job performance.

Design/methodology/approach

The model was tested on employees of hotels in South Korea using a survey method. Data were analyzed using frequency, reliability, confirmatory factor, correlation and structural equation modeling analyses.

Findings

LMX significantly influenced job engagement and innovative behavior but did not significantly affect organization engagement. Job engagement significantly affected organization engagement and innovative behavior but did not significantly influence job performance. Organization engagement significantly influenced job performance but did not significantly affect innovative behavior. Job performance was significantly influenced by innovative behavior.

Practical implications

The findings of this study suggest that an immediate leader plays a critical role in fostering engagement, behavior and performance.

Originality/value

The current study is the first to use the LMX theory to develop and test a research model that accounts for the antecedents and desired outcomes (i.e. innovative behavior and job performance) of two types of employee engagement in the hotel context.

Details

International Journal of Contemporary Hospitality Management, vol. 29 no. 12
Type: Research Article
ISSN: 0959-6119

Keywords

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Article

Sohee Park and Sung Jun Jo

In the current business environment, no organization is assured of survival without continuous innovation. Employees’ innovative behavior is critical to enhance the…

Abstract

Purpose

In the current business environment, no organization is assured of survival without continuous innovation. Employees’ innovative behavior is critical to enhance the innovation of an organization. While most literature on innovative behavior has focused on employees in the private sector, the purpose of this paper is to explore the factors that affect innovative behaviors in the government sector. In particular, it examines how proactivity, leader-member exchange (LMX), and climate for innovation affect employees’ innovative behavior in the Korean government sector, which is generally characterized as highly hierarchical, structured, and formalized.

Design/methodology/approach

The authors selected a sample of government employees in the Ministry of Education in Korea. Through the researchers’ contacts, ten government agencies agreed to recruit their employees to participate in the study. Data from 1,011 respondents were analyzed in two steps using structural equation modeling. First, to examine the construct validity of the measures, the authors examined the measurement model using the confirmatory factor analysis. Second, the interrelationships among the four variables were assessed. The hypothesized structural model was examined and compared to several alternative models to explore the best model fit to the data. The authors then examined the regression coefficients to determine the hypothesized relationships in the final structured model.

Findings

The results revealed the following: proactivity and climate for innovation had positive relationships with innovative behavior; LMX had a positive relationship with proactivity although it did not have a direct relationship with innovative behavior; and organizational climate for innovation did not ensure proactivity of employees.

Originality/value

The antecedents included in this research have been studied in relation to innovative behavior in several studies, but studies have called for further study. Few studies have examined innovative behavior in the public sector and they have examined innovation in the public sector which has mostly been focused on environmental factors surrounding government organizations or policy choices of government leaders while ignoring the individual traits of public workers, relational dynamics among people, and the cultural aspects of the organizations. This study investigated the interrelationships among the antecedents in the process of impacting innovative behavior in the public sector in Korea. In addition, little research has examined the antecedents of innovative behavior together. This study expands our knowledge of the roles and interrelationships of proactivity, LMX, and organizational climate for innovation as they relate to innovative behavior.

Details

Leadership & Organization Development Journal, vol. 39 no. 1
Type: Research Article
ISSN: 0143-7739

Keywords

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