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Article
Publication date: 3 September 2019

Rick Diesel and Caren Brenda Scheepers

The purpose of this paper is to investigate the relationship between complexity leadership and contextual ambidexterity as well as the mediating effect of organisational innovation

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Abstract

Purpose

The purpose of this paper is to investigate the relationship between complexity leadership and contextual ambidexterity as well as the mediating effect of organisational innovation climate in this link. This study is an answer to a call on which leadership approach and mediating factors can meet today’s seemingly contradictory challenges of efficiently managing business demands, while simultaneously searching for new opportunities.

Design/methodology/approach

The researchers analysed 1,204 usable survey responses from employees of South African organisations. Analysis was in the form of structural equation modelling. Mediation analysis was carried out on estimates of the indirect effect.

Findings

Results show that complexity leadership was a strong predictor of innovation climate; in turn, innovation climate positively impacts exploratory innovation by 64 per cent; complexity leadership and innovation climate positively affect exploitation by 57 per cent. The innovation climate plays a total mediator role between complexity leadership and exploratory innovation and a partial effect on exploitation.

Practical implications

This study gives human resource management (HRM) insight into strategically directing leadership recruitment and development towards creating an organisational climate to enhance ambidexterity. HRM must conduct regular climate surveys to ascertain whether current leadership is creating an environment that enables exploratory and exploitative innovation.

Originality/value

The authors’ contribution includes a theoretical contribution to the emerging field of complexity leadership by offering conceptual as well as empirical evidence of its role in ambidexterity. This study extends previous research in highlighting organisational climate’s mediating role of being open to new ideas to enable exploratory innovation.

Details

Personnel Review, vol. 48 no. 7
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 28 April 2020

Ching-Wen Kung, Jin Feng Uen and Shou-Chi Lin

The purpose of this paper is to explore the impact of ambidextrous leadership on employees’ innovative behaviors in public museums based on the ambidexterity theory of leadership…

1019

Abstract

Purpose

The purpose of this paper is to explore the impact of ambidextrous leadership on employees’ innovative behaviors in public museums based on the ambidexterity theory of leadership for innovation. It also examines the mediating mechanism of organizational climate for innovation in public museums.

Design/methodology/approach

Multisource survey data were obtained from 30 human resource managers, 74 department managers and 237 employees of Taiwanese public museums. Multilevel path analysis was conducted to test the proposed model.

Findings

Ambidextrous leadership has the most significant effect on employees’ innovative behaviors. Moreover, organizational climate for innovation has a mediating effect on the relationship between ambidextrous leadership and employees’ innovative behaviors.

Practical implications

This study provides a new perspective on dynamic and complementary ambidextrous leadership, thereby providing important practical implications for innovation management in public museums. Specifically, leaders should apply ambidextrous leadership behaviors in their daily operations to develop an organizational climate for innovation and facilitate employees’ innovative behaviors.

Originality/value

This study is the first to explore the influence of ambidextrous leadership in a museum. In addition, it examines the mediating effect of organizational climate for innovation to explain the effect of ambidextrous leadership on employees’ innovative behaviors. The findings provide valuable insights for both researchers and managers of public and private entities.

Details

Chinese Management Studies, vol. 14 no. 4
Type: Research Article
ISSN: 1750-614X

Keywords

Article
Publication date: 22 July 2022

Mohamed Alblooshi, Mohammad Shamsuzzaman, Azharul Karim, Salah Haridy, Ahm Shamsuzzoha and M. Affan Badar

The purpose of this paper is to develop a framework that illustrates the role of Lean Six Sigma (LSS) in creating organisational innovation climate by investigating the…

Abstract

Purpose

The purpose of this paper is to develop a framework that illustrates the role of Lean Six Sigma (LSS) in creating organisational innovation climate by investigating the relationship between LSS’s intangible impacts and organisational innovation climate factors.

Design/methodology/approach

A self-administrated survey questionnaire was distributed among 145 public sector officials to get their opinions on the relationship between various observable elements of LSS’s intangible impacts and organisational innovation climate factors, where a response rate of 73.8% was achieved. The collected data were demographically, descriptively and statistically analysed. Accordingly, a house-of-pillars-based framework that illustrates the role of LSS’s intangible impacts in creating innovation climate in an organisation was developed.

Findings

Results from this study indicated that LSS’s intangible impacts on organisational structure and hierarchy, culture, change adaptability, utilisation of staff and staff’s behavioural aspects are positively related to many of organisational innovation climate factors such as trust and openness, challenge and involvement, support for ideas and freedom and autonomy.

Research limitations/implications

The findings of this study are based on the data collected from public sector organisations in the UAE and are supported by relevant literature. However, this study can provide useful guidance for further research for the generalisation of the results to wider scopes in terms of sectors and geographical domains.

Practical implications

The findings of this study will provide UAE public sector officials with a clear roadmap on how to use LSS for promoting innovation and fostering its implementation in practice. This study will also encourage professionals in public sectors to integrate LSS into their innovation strategies to enhance organisational innovativeness and improve service quality.

Originality/value

It is one of the first studies that explores LSS’s intangible impacts and assesses their relationship with organisational innovation climate factors. Hence, this study offers valuable insights for both academics and practitioners and is expected to lay a foundation for a better understanding of how LSS’s intangible impacts can be used in creating organisational innovation climate.

Details

International Journal of Lean Six Sigma, vol. 14 no. 2
Type: Research Article
ISSN: 2040-4166

Keywords

Article
Publication date: 13 June 2018

Abdelrahman Zuraik and Louise Kelly

The purpose of this paper is to investigate the relationship among CEO transformational leadership, innovation climate and organizational innovation through exploration and…

5045

Abstract

Purpose

The purpose of this paper is to investigate the relationship among CEO transformational leadership, innovation climate and organizational innovation through exploration and exploitation.

Design/methodology/approach

A questionnaire, designed as a self-reported survey, was distributed to individuals working in teams in US-based corporations, with a collected sample size of 215 organizations.

Findings

Results show that CEO transformational leadership has a direct positive effect on organizational innovation and an indirect effect through innovation climate. CEO leadership is more impactful for exploitation, compared to innovation climate, which has more influence on exploration.

Research limitations/implications

This study is the first to integrate CEO transformational leadership and innovation climate with exploration and exploitation outcomes. A research limitation is that there is a higher percentage of female than male respondents and a lower of percentage of female CEOs in this study. A further limitation is self-report which can lead to common method bias.

Practical implications

The close connection among CEO transformational leadership, innovation climate and organizational innovation suggests that evaluating, supporting and training CEO transformational leadership becomes a vital activity for boards, investors and managers. If management wants to increase exploration, they should pay particular attention to creating a climate that is supportive of innovation. Organizations should recruit and train CEOs for transformational leadership and regularly assess climate to ensure innovation results.

Originality/value

The main contribution of this study is highlighting the role of innovation climate as a mediator between CEO transformational leadership and the outcome of organizational innovation which is measured by exploration and exploitation activities.

Details

European Journal of Innovation Management, vol. 22 no. 1
Type: Research Article
ISSN: 1460-1060

Keywords

Article
Publication date: 7 June 2011

Rui Sun, Jing Zhao and Xu Ya Chen

The purpose of this paper is to explore the status quo and the strength difference of the climate for innovation among firms with different ownership structures, in different…

Abstract

Purpose

The purpose of this paper is to explore the status quo and the strength difference of the climate for innovation among firms with different ownership structures, in different industrial sectors, and in different developmental stages in China.

Design/methodology/approach

The study used a survey method to explore the differences of innovative climate among firms with different ownership structures, difference in developmental stage and in different industries. It collected 624 data from 52 companies by purposive and snowball sampling methods. A structural equation model and ANOVA analysis, along with multiple comparisons, were employed to test the hypothesis.

Findings

First, by factor analysis and structural equation models, the study proved that the organizational innovative climate model in the Chinese organizational context is a seven dimension structural model, which includes such first‐order factors as working environmental support, innovative vision, leader support, team support, resources supply, learning and growth and knowledge and skills. Second, the results indicate firms in different developmental stages have significant differences in almost all dimensions of climate for innovation. Third, there is no significant difference in innovative climate among firms in different industrial sectors, but further analysis of multiple comparisons shows that there are relative strengths and weaknesses in specific dimensions of innovative climate among such firms. Last, the results suggest that there are significant differences among most dimensions of innovative climate in firms with different ownership structures in China. In assessing employees' experience over seven dimensions of climate, the results demonstrate that respondents vary their answers in the direction of theoretical hypotheses, which validated the relative assumptions.

Originality/value

The research is important because it shows that innovative climate strength may discriminate among different work contexts experienced by employees, which would help deepen our understanding of the present condition of innovative climate in China.

Details

Nankai Business Review International, vol. 2 no. 2
Type: Research Article
ISSN: 2040-8749

Keywords

Article
Publication date: 25 February 2020

Mohamed Alblooshi and Mohammad Shamsuzzaman

This paper aims to investigate the relationship between the intangible impacts of Lean Six Sigma (LSS) and organisational innovation climate factors and proposes a conceptual…

Abstract

Purpose

This paper aims to investigate the relationship between the intangible impacts of Lean Six Sigma (LSS) and organisational innovation climate factors and proposes a conceptual model to link them. This paper ultimately aims to extend the range of LSS application by proposing LSS as a tool for fostering organisational innovation.

Design/methodology/approach

The paper followed a qualitative research approach to identify, analyse and categorize the intangible impacts of LSS by reviewing previous literature on its application and conducting in-depth interviews with its experts. Then, a detailed description of organisational innovation climate was provided to highlight its main factors. Finally, a conceptual model was developed to illustrate the relationships among the collected information.

Findings

LSS was found to have many intangible impacts categorized as organisational or individual related. Organisational innovation climate is determined by a number of factors that were found to be positively influenced by many of LSS's intangible impacts. Thus, a number of propositions between LSS's intangible impacts and organisational innovation climate factors were proposed, as illustrated by a conceptual model.

Originality/value

Studying the relationship between LSS and innovation by considering LSS's intangible impacts and linking them to organisational innovation climate factors is a relatively new approach that makes the contribution of this research valuable and significant to academics and professionals.

Details

International Journal of Productivity and Performance Management, vol. 69 no. 6
Type: Research Article
ISSN: 1741-0401

Keywords

Article
Publication date: 1 August 2008

Antonia Ruiz‐Moreno, Víctor J. García‐Morales and Francisco Javier Llorens‐Montes

The goal of this paper is to examine how firms employ slack resources to enhance the relationship between organizational climate and perceptions of support for innovation to…

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Abstract

Purpose

The goal of this paper is to examine how firms employ slack resources to enhance the relationship between organizational climate and perceptions of support for innovation to obtain sustainable competitive advantages.

Design/methodology/approach

The paper reviews the different contributions to the study of the relation between dimensions of the organizational climate, perceptions of support for innovation and organizational slack. Building on previous research, a series of hypotheses are formulated on the influence of the dimensions of organizational climate on perceptions of support for innovation and on how organizational slack moderates these relations. In contrast to earlier studies, the paper's work is based on managers' perceptions. A sample of 202 quality managers is then used to verify empirically the hypotheses which have been proposed. Finally, the main conclusions of the research are presented.

Findings

The results of the investigation reveal first, that the relation between the dimensions of organizational climate, perceptions of support for innovation and performance is moderated by organizational slack. Second, that a strong connection exists between the different dimensions of organizational climate. Finally, the results of the research also show that a strong connection exists between the different dimensions of organizational climate and perceptions of support for innovation.

Research limitations/implications

The conclusions of this study may be subject to several limitations that suggest further possibilities for empirical research. First, survey data based on self‐reports may be subject to social desirability bias. Second, the cross‐sectional nature of the research allows us to analyze only a specific situation in time of the organizations studied, not their overall conduct through time. Future research should place more emphasis on longitudinal studies.

Practical implications

This paper maintains that the relation between the different dimensions of organizational climate, perceptions of support for innovation and performance are determined and limited by the nature and variety of resources that the organization can bundle and apply to the maintenance and development of competitive advantages, according to the availability of organizational slack to be applied directly to organizational climate and perceptions of support for innovation.

Originality/value

The paper has provided evidence of how managers, depending on the presence or absence of slack, combine the dimensions of organizational climate differently to create the perception of support for innovation necessary to implement innovations, which in both cases means improvement in the organization's performance.

Details

Personnel Review, vol. 37 no. 5
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 21 February 2020

Giang Hoang, Elisabeth Wilson-Evered and Leonie Lockstone-Binney

Innovation is ever more critical for sustainable business performance in the contemporary, global economic and social context. Small- and medium-sized enterprises (SMEs) are…

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Abstract

Purpose

Innovation is ever more critical for sustainable business performance in the contemporary, global economic and social context. Small- and medium-sized enterprises (SMEs) are arguably well positioned to innovate through their potential for rapid adjustment. Although leadership and organizational climate have been identified as playing a key role in innovation, little is known about whether such influences play out in SMEs. The aim of this study is to explore how leaders shape the organizational climate of their firms to enhance innovation.

Design/methodology/approach

The article presents findings from semi-structured interviews conducted with 20 CEOs of SMEs in the Vietnamese tourism sector.

Findings

The findings indicate that SME leaders in the tourism sector influenced an organizational climate that provided for autonomy and supported innovation through a number of leadership approaches. They also used daily interaction-based practices to drive the innovative behaviors of employees and developed reward systems to encourage innovation in their organizations.

Research limitations/implications

This study explored leaders' approaches toward developing an organizational climate to stimulate innovation in tourism SMEs. Where leaders share frequent communication and knowledge with their subordinates, they perceive a climate for innovation developments, which stimulates innovation in tourism SMEs.

Practical implications

The study provides implications for managers to improve creativity and innovation in firms through the development of reward and incentive systems along with leadership and team development programs.

Originality/value

This study describes how different leader approaches affect innovation through orientating the organizational climate and business processes within their firms toward encouraging staff to initiate and try out new ideas.

Details

Employee Relations: The International Journal, vol. 43 no. 2
Type: Research Article
ISSN: 0142-5455

Keywords

Article
Publication date: 25 March 2021

Pinghao Ye, Liqiong Liu and Joseph Tan

Innovation, in most enterprises, originates from employees. In this study, how organizational climate, creative leadership ability and emotional reaction to imposed change impact…

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Abstract

Purpose

Innovation, in most enterprises, originates from employees. In this study, how organizational climate, creative leadership ability and emotional reaction to imposed change impact on innovative behaviour of employees vis-à-vis knowledge sharing within the workplace is explored.

Design/methodology/approach

Adopting a social cognitive perspective, a model is constructed to explain factors influencing the innovation behaviour of employees along two key aspects, that is, organizational climate (innovation vs risk-taking climate) and creative leadership ability (leadership skills, vision incentive) vis-à-vis other moderating factors. A survey questionnaire, administered to a total of 311 manufacturing employees in China, was used to verify the proposed research model via Smart PLS.

Findings

Results unveil several key factors impacting positively on creative leadership in organizations. Specifically, creative leadership ability, emotional reaction to imposed change, innovation climate and knowledge sharing are found to impact positively on innovation behaviour while supportive versus risk-taking climate as well as emotional reaction are found to impact positively on innovation climate. Additionally, knowledge sharing is found to regulate the relationship between innovation climate and innovation behaviour.

Research limitations/implications

While offering insights into the antecedent factors of innovation behaviour, the study extends research on the intermediary role of innovation climate and employees' innovation behaviour. Additionally, it improves one's understanding on the moderating role between knowledge sharing and innovation behaviour.

Practical implications

The study findings will assist enterprises in diagnosing the implementation environment of innovation strategy, thereby providing a reference for training enterprise leadership while improving the employees' understanding of innovation and reform in the workplace.

Originality/value

The study contributes both theoretical and managerial thinking on the extent in which organizational climate and creative leadership ability may and/or should be evolved appropriately to support, encourage and nurture employees' innovation behaviour in the workplace.

Details

European Journal of Innovation Management, vol. 25 no. 4
Type: Research Article
ISSN: 1460-1060

Keywords

Article
Publication date: 9 February 2021

Mohammed Dulaimi

The ability to develop new products and services has motivated the government of the United Arab Emirates (UAE) to enter the global race for excellence and surprise the world with…

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Abstract

Purpose

The ability to develop new products and services has motivated the government of the United Arab Emirates (UAE) to enter the global race for excellence and surprise the world with its iconic construction innovations. The key challenge for the UAE is how to encourage and enable organizations, public and private, to embrace innovation as the norm and create a positive environment for innovation. In this context, this study was carried out with the aim of examining the factors that can create innovation–conducive climate in construction and the measures that can be used to assess such a climate.

Design/methodology/approach

The paper reports research effort to develop and test a conceptual model that hypothesizes relationships amongst different constructs that make up the climate for innovation in UAE organizations, construction and non-construction. In verifying the conceptual model and testing the validity of the hypotheses, a quantitative study was conducted based on data collected via questionnaire survey. A total of 101 respondents participated in the study, majority of whom were employed in private international firms, semi-public firms and private local firms.

Findings

The findings showed that, overall, the climate of innovation in the UAE organizations is moderately strong where construction firms performed slightly better than non-construction firms in demonstrating an innovation–conducive atmosphere. In this context, the results found a need for senior management to provide tangible support in terms of providing more resources for the skill base to develop further and seek better ways of developing creative solutions. The main conclusion provided evidence that leadership has positively influenced the climate for innovation and as a result delivered an improved business performance.

Originality/value

The research developed a new conceptual model and the constructs that can be used to understand the climate for innovation and assist researchers in examining the complex dynamics of innovation in the local construction industry.

Details

Engineering, Construction and Architectural Management, vol. 29 no. 1
Type: Research Article
ISSN: 0969-9988

Keywords

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