Search results

The purpose of this paper is to examine the role of intermediate knowledge mechanisms on the participative leadership–employee exploratory innovation relationship using a distal mediation model.

Deploying a time-lagged questionnaire method implemented over four business quarters, data are generated from 1,600 responses in R&D units of Taiwanese technology firms.

The structural equation modeling results reveal that participative leadership is positively related to employee exploratory innovation; coworker knowledge and absorptive capacity partially mediate the relationship between participative leadership and employee exploratory innovation independently; and coworker knowledge sharing in combination with absorptive capacity partially mediates this relationship.

The findings contribute new knowledge on the relationship between participative leadership and employee exploratory innovation by uncovering intermediate knowledge mechanisms that augment this relationship.

There are many ways an organization can approach innovation. On one end of the spectrum an organization can choose to have everyone submit any idea. On the other, innovation can be generated from a small, dedicated group of specialists. In the middle there are many variations along the way. This paper discusses the open innovation typology and the options for an organization making the decision about the best way to create an innovation infrastructure.

In any business process a firm begins with a concept or model of how it hopes to accomplish its goals to provide value to customers and participate in market successfully. This model forms the basis of how the business is structured and organized, how it operates in the marketplace and its scope and limitations. In this article, we present the proposition that innovation, typically an unstructured initiative or task, requires its own model, and has a number of defined attributes. A successful innovation capability is based on defining these attributes and aligning them to the strategic goals of the organization and the intent or purpose of the innovation effort.

The purpose of this paper is to examine if personal identification could explicate the black box between participative leadership and employee ambidexterity. Also, the authors aim to explore how and why the top-down effects of higher-level leadership styles affect lower-level outcomes.

The authors collected multilevel and multisource data from top manager teams, and unit managers and employees of research and development, marketing and sales, and operations from Taiwanese technology firms.

The results revealed that individual-level personal identification partially mediated the relationship between firm-level participative leadership and individual-level employee ambidexterity, and individual-level coworker social support moderated the effect of firm-level participative leadership on individual-level employee ambidexterity through individual-level personal identification.

This paper demonstrated the importance of participative leadership and personal identification. It contributed to profound comprehension for potential mechanisms of individual-level personal identification and an enhancer of individual-level coworker social support why and how affects firm-level participative leadership on individual-level employee ambidexterity.

The purpose of this paper is to propose and test a theoretical model linking individual perceptions of participative leadership style and managerial practices (i.e. teamwork and information sharing) to individual innovative behavior through the mediating mechanisms of: perceptions of team support for innovation and team vision; and psychological empowerment.

Self-report data were collected from 394 employees working in five organizations. Structural equation models were conducted to empirically test the hypothesized research model.

As hypothesized, participative leadership, teamwork and information sharing positively predicted perceptions of team support for innovation and team vision, which in turn fostered psychological empowerment. The latter was further positively associated with innovative performance.

The results of the present study inform management of the group processes (i.e. team vision and support for innovation) that can mobilize employees to engage in effective innovative activities. Importantly, the findings indicate that for such processes to be developed and nurtured, teamwork activities should be promoted within work groups, effective communication systems should be implemented throughout the organization, and participatory skills should be developed among supervisors.

The study represents one of the first attempts to investigate the perceived group and psychological processes that can explain how managerial practices and leadership style jointly benefit employee innovative behavior.

The purpose of this paper is to develop a greater understanding of the effect of innovation leadership (participative, supportive, and instrumental) on supervisory-rated employee creativity through greater employee regulatory focus (i.e. promotion and prevention).

Data were collected from dyads of 103 employees and employee supervisors working in Taiwan’s high-tech industry. A structural equation modelling approach was used to examine the relationship posited in this study.

Results reveal that both participative and supportive leadership are positively associated with the creativity of supervisory-rated subordinates when those subordinates adopted a focus on promotion. The data also show that these relationships are partially mediated by employee promotion focus. At the same time, the positive relationship between instrumental leadership and employee creativity is fully mediated by employee prevention focus.

The results of this study show that participative and supportive leaders cultivate employee promotion focus, which then enhances employee creativity. Instrumental leaders will induce employee prevention focus, which also enhances employee creativity. These findings imply that when enhancing employee creativity, employees with a promotion focus are more suited to participative and supportive leaders, while employees who do not have a promotion focus may be more suited to leaders who provide these employees with specific instructions on the rules, regulations, and procedures to follow to accomplish given tasks and common goals.

The aim of this paper is to address both the socio-moral climate and how teams process debate and decision comprehensiveness as pre-conditions for team innovation.

A total of 67 teams comprising 413 participants were surveyed. Data were analyzed with a multiple-step multiple-mediation procedure.

The socio-moral climate was positively related to innovation. The positive relation between the socio-moral climate and innovation was mediated stepwise through debate and decision comprehensiveness.

To overcome the limitations of a cross-sectional design, future research opportunities exist in the longitudinal evaluation of participatory socio-moral climates and comparisons between organizations. Debate and decision comprehensiveness can be further studied using behavior-based methodological designs, such as observation.

From this study, practitioners can learn of the needs and opportunities for participative approaches when managing innovation in teams. Promoting a socio-moral climate of cooperation, communication, openness, appreciation, trust and respect and leaving open the possibility that debating can help integrative decision comprehensiveness and thus innovation.

This paper expands the literature on organizational climate, debate, decision comprehensiveness, and innovation. On the one hand, the results empirically linked the socio-moral climate, a theoretically well-founded climate construct, to process variables. On the other hand, the literature on debate and decision comprehensiveness was expanded by adding the socio-moral climate as a pre-condition of debate and decision comprehensiveness. Furthermore, both were linked to a crucial outcome variable, innovation.

The purpose of this study is to determine the relationship between different dimensions of organizational learning capabilities (OLC) and levels of social innovation in social enterprises.

The empirical strategy adopted is a cross-sectional study based on primary survey data. Following a survey of social enterprises in South Africa, statistically analysis is conducted using regression analyses to test the study hypotheses.

The findings show that the OLC dimensions of knowledge conversion, risk management, organizational dialogue and participative decision-making all have a significant and positive relationship with social innovation.

In many emerging economies, the notion of organizational learning appears to have considerable potential relevance, particularly as African countries are moving toward knowledge-based economies. By focusing on OLC, it is anticipated that social enterprises can configure and leverage the different factors in ways that enable them to overcome the constraints of the complex and unpredictable environments and increase their levels of social innovation.

The paper provides a pioneering empirical investigation into the impact that OLC has on levels of social innovation, in an under-researched emerging market context.