A systematic literature review of organizational culture, creativity, and innovation: a bibliometric and theory development, context, characteristics, and methodology framework analysis

Purpose: The study aims to examine the relationship between organizational innovativeness and firm performance, considering the culture of innovation as a potential moderator of this relationship. The present work provides important managerial insights into drivers of firm performance. Design/Methodology/Approach: A survey was conducted across 121 random manufacturing businesses in Poland. A regression analysis series was used to assess the relationships between organizational innovation, an innovation culture, and a firm’s performance. Findings: Organizational innovativeness and innovation culture both have a substantial and positive impact on firm performance. The innovation culture played a moderating role in the relationship between innovativeness and firm performance in both high- and low-innovation cultures and across all dimensions of innovation. The moderation itself was the strongest in strategic innovativeness, whereas the market innovativeness model produced the most significant variance attributable to the moderator. Practical Implications: The study speaks to the need to consider organizational innovativeness and drivers of the innovation culture when striving for good firm performance – a notion important for management practice. Originality/Value: The literature provides ample evidence to substantiate the thesis that innovation positively impacts a firm’s performance, though findings vary substantially across studies. Furthermore, a paucity of studies would model and empirically verify the relationship between organizational innovativeness and firm performance among industrial businesses operating in Central-Eastern Europe. There is also little research demonstrating the role of the innovation culture in moderating this relationship. This research makes an essential contribution to the existing literature by empirically examining the relationship between organizational innovativeness, innovation culture, and firm performance.

The main goal of the research is to determine the effects of the selected factors (organization culture, organization learning, market orientation and innovation culture) on the innovation performance of small and medium-sized enterprises in agribusiness. The Structural Equation Modeling method was used to test the research hypotheses. The results showed that the selected factors are significant determinants of innovative performance. In addition, the relationship between organizational culture and innovation performance, as well as organizational learning and innovation performance, was found to be fully mediated, and the relationship between market orientation and innovation performance was found to be partially mediated by innovation culture. Small and medium-sized businesses should be empowered in the globalized and fiercely competitive market of today by fostering product innovation, investing in the development of human resources and technology, and broadening their market reach. These initiatives are essential to enhancing their marketing plans and successfully taking on competitors.

Organizational culture and innovation performance in Pakistan's software industry

PurposeThis study aims to construct a theory of multi-dimensional organizational innovation cultures and innovation performance in transitional economies and explore the moderating effect of team cohesion on this theoretical relationship.Design/methodology/approachUsing data collected from 175 manufacturing firms in transitional economies, this study constructs a new theory framework of multi-dimensional organizational innovation cultures (knowledge sharing, organizational innovation atmosphere, team decision-making and organizational change) and firms’ innovation performance and also explores the moderating effect of team cohesion on this theoretical relationship.FindingsThe findings show that there are positive relationships between knowledge sharing, organizational innovation atmosphere, team decision-making, organizational change and innovation performance of firms. Furthermore, team cohesion plays a positive moderating role in this relationship.Practical implicationsIt extends the general understanding of multi-dimensional organizational cultures management in the context of transition economies by exploring the differences between the Chinese and Vietnamese firms in terms of the impact of organizational innovation culture on innovation performance.Originality/valueThis study constructs a new theory framework of multi-dimensional organizational innovation cultures along the four dimensions of knowledge sharing, organizational innovation atmosphere, team decision-making and organizational change. These factors together have rarely been examined before. Hence, the findings extend existing research on organizational cultures management. Moreover, a new idea for this study is that the authors consider team cohesion as a moderating variable between organizational innovation culture and innovation performance of firms, hence providing both theoretical discussion and empirical validation of the impact of team cohesion on this relationship. It thus extends existing research on the team theory.

A Study of The Impacts of Leadership Styles, Organizational Innovation, Organizational Commit, Job Satisfaction on Job Performance－A Case Study of Chailease Finance Co., Ltd. Te-Lung Sheng Huei-Ting Tsai Executive Master of Business Administration SUMMARY Recently, leasing industry has triggered a vigorous growth with the development of economy. Although it have be subjected to the economic shock for the past few years, leasing industry has a slightly increment, so we can find that leasing industry has become an important role in financial circle. Comparing with foreign and internal market, we can find that the internal leasing industry still has its space of development. In leasing industry, the employees have become a major indicator. With the keen competition of internal leasing industry, whether leadership styles, organizational innovation, organization commit, job satisfaction can promote the leasing employees to create more profit and performance for company? This is what the issue we want to discuss. This research discuss the leasing industry employees, and take the employees in Chailease Finance Co., Ltd. as the objects of a questionnaire survey. The results are as follows: 1. The leadership styles, organizational innovation, organizational commit, job satisfaction and job performance of leasing industry employees are partially related to employees’ personal characters. 2. The leadership styles, organizational innovation, organizational commit, job satisfaction and job performance of leasing industry employees have a partial relationship. 3. The leadership styles, organizational innovation, organizational commit and job satisfaction of leasing industry employees have a partial impact on job performance. Keywords: Leadership styles, Organizational Innovation, Organizational Commit, Job Satisfaction, Job Performance. INTRODUCTION Background Leasing industry that has rising in 1950 is a new type of financing method, and has the dual functions of leasing-assets and financing, and provides a greatest help to small and medium enterprises development. So leasing industry can give financial assistance flexibly and make proper products carefully to small and medium enterprises. A lot of large enterprises in Taiwan had been support by leasing industry in developing process, and then promotes to the international famous position presently. Leasing industry wishes to provide more diversified financing services with continuously organizational integration. In the organizational integrating process, whether the influence of leadership style to leasing industry employees has react with job performance is the first purpose of this study. Leasing industry makes continuously progress on organizational planning and personal training, and promotes increasingly on quality and efficiency, and grows up obviously in economical scope. Whether the influence of organizational innovation to leasing industry employees has react with job performance is the second purpose to this study. In order to accommodate to the development of the world, leasing industry is going along internationally. Whether the influence of organizational commit to leasing industry employees has react with job performance is the third purpose to this study. Whether the influence of job satisfaction to leasing industry employees has react with job performance is the fourth purpose to this study. In leasing industry, whether the difference of personal characteristics has react with job performance is the fifth purpose to this study. Integrating literature reviews of this study, leadership style has positive relation with different aspects in different industries and environment. This study adopts the view of Bass（1985）, and discusses the relationship of leadership style and job performance in leasing industry. Organizational commit has positive relationship with job performance in different enterprises, this study integrates literature views to discuss the relationship of organizational commit and job performance. In many different researches, we can find that organizational innovation has positive relationship with different aspects, so this study wishes to discuss the relationship of organization innovation and job performance. In many literature reviews, job satisfaction plays an important role between individual and organization, this study wishes to discuss the relationship with job satisfaction and job performance. MATERIALS AND METHODS This study mainly discuss the relationship between leadership style, organizational innovation, organizational commit, job satisfaction and job performance. By analyzing relative literature reviews and questionnaire survey, we can comprehend the relationship between each aspects and study subject. According to relative studies and literature reviews, this study brings up following hypotheses. Whether different personal characteristics have significant relationship between leadership style, organizational innovation, organizational commit, job satisfaction, and job performance. Whether the relationship is significant between leadership style, organizational innovation, organizational commit, job ratification, and job performance. Whether the sub aspect of leadership style, organizational innovation, organizational commit, job satisfaction, and job performance is significant relative with job performance. This study mainly discuss the relationship between leadership, organizational innovation, organizational commit, job satisfaction, and job performance, and takes the employees in Chailease Finance Co., Ltd. As sampling objects. SPSS is implemented as a statistical analysis software in this study, and is used to proceed to analyze with descriptive statistics, analysis of reliability, factor analysis, correlation analysis, and multiple regression analysis. RESULTS AND DISCUSSION The main purpose of this study is to measure the relationship between leadership style, organizational innovation, organizational commit, job satisfaction, and job performance. We induce the results as follows: 1.Different characteristics are partially relative to leadership style, organizational innovation, organizational commit, job satisfaction, and job performance. 2. Leadership style, organizational innovation, organizational commit, job satisfaction, and job performance are partially relative to each other. 3. Leadership style, organizational innovation, organizational commit, and job satisfaction have the partially effect on job performance. We can find that leadership style plays an important role in leasing industry and has a great effect on trust relationship between employees and superintendents. The identification of employees to superintendents can promote substantially on job performance, and hasten employees identify himself to enterprise culture to heave performance. Form this study, organizational planning innovation and human resource innovation are significant relative to job performance. It places importance on personal training in leasing industry, personal training takes an important part in organization. The company will appoint lecturers to give lessons, and even invites external lectures to teach professional courses to increase membership specialty. The identification to organization members is very important. The more organizational commit means organizational members identify themselves highly to organizational goal. The capability of leasing industry employees is affected by job satisfaction. In order to encourage organizational members, it is raised in compensation system and promotion system every year, and excites members to achieve the goal and pursue remarkable. This study mainly takes employees in Chailease Finance Co., Ltd as objects, it can be extended to other leasing companies or abroad employees. In questionnaire design, it can take different parts like superintendent and non-superintendent. It can added other aspects to discuss the relationship between different variances.

Firms’ competencies and competitive advantages erode and are required to continually update and change through learning. Organisational learning is a prerequisite for the creation and acquisition of knowledge, both catalysts for innovation. There are two processes of learning, exploitation (incremental) and exploration (discontinuous). Organisational excellence can in part be achieved by ambidexterity, that is, by the balanced pursuit of both incremental and discontinuous change by organisations. An ambidextrous organisational culture can be an important factor for a firm’s innovation capability. Thus, factors affecting organisational culture towards learning may advance innovative capability. Quality also plays an important role to knowledge creation and innovation behaviour. Indeed, knowledge management can improve innovation performance via total quality management practices. Quality, then, may serve as a mediator between organisational learning culture and innovation outcomes. Using the Organization's for Economic Cooperation and Development and European Union established criteria for technological intensity, as well as knowledge – intensity criteria, 480 Greek mid-to-high technology and Small and Medium Enterprises (SMEs) were contacted with 54 eventually participating. Statistical analysis (partial least squares-structural equation modeling) confirms the mediating role of the quality competitive capability on the association between exploitation and exploration-oriented organisational cultures and innovation performance. The study is cross-sectional, thus causality of the relationships under investigation cannot be justified. The cultural context should also be considered, since field research was conducted in Greece suffering from deep financial recession. The importance of quality competitive capability, in order to interpret organisational ambidexterity into innovative action in mid-to-high technology Greek SMEs during the financial crisis, guides managerial implications.

PurposeThe 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/approachFor 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.FindingsThe 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/implicationsThis 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 implicationsThis 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 implicationsThe 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/valueThis 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.

The ability to have high level of innovative performance is essential in competitive global market, particularly for small and medium-sizes enterprises (SMEs). SME is the cutting edge of economic policy debate which innovation can be one of the engines of the growth. An examination of the relationship among organizational learning, innovation culture, and innovative performance leads to a conceptual framework that can help SMEs structure their business strategies and practices to keep them aligned with dynamic market. The framework may guide SMEs sector how to adopt innovation activities in their practices to gain a desirable performance in the competitive environment. A pilot study was conducted with a sample of five SME entrepreneurs from Malaysia participated in this study. A series of interviews were conducted among these entrepreneurs to probe into their outlook on innovation culture. The results showed that SME entrepreneurs highlighted the importance innovation culture via organisational learning in their business activities. Although some entrepreneurs perceived innovation culture is difficult to nurture, it serves as a key trend shaping their innovative performance in term of generating new ideas, knowledge and skills. In sum, this study generates agenda for researchers to reach more conclusive evidence about the practice of innovation culture and innovative performance among SMEs in Malaysia. DOI: 10.5901/ajis.2015.v4n2p85

In this study we suppose that knowledge inertia (KI) is a moderation between organizational factors and innovation performance. Therefore we attempt to explain relationships between organization factors (support, culture and empowerment) and innovation performance regarding knowledge inertia. A survey was conducted of 300 employees from Egyptian government service sectors (education and health sectors). It was found that knowledge inertia moderates the relationship between organizational factors and innovation performance. We also found a positive correlation between two dimensions of organizational factors (support and empowerment) and innovation performance and a negative correlation between organizational culture and innovation performance. Despite a positive correlation between organizational support and empowerment and innovation performance, when we controlled the effect of knowledge inertia we observed that the correlation was less. This indicates the significant effect knowledge inertia has on innovation performance. It is observed by regression analysis that KI as a moderated variable has a positive effect on innovation performance.

To survive in the fierce competition and its own limitations, private enterprises in China must innovate. Since most private enterprises lack material resources, it is realistic to rely on organizational memory to innovate. Based on the perspective of organizational memory, this paper explores the relationship between organizational memory, absorptive capacity and innovation performance. This paper collects data through questionnaire, and verifies the relationship between organizational memory and innovation performance by correlation analysis and regression analysis. It is found that organizational memory and innovation performance have a significant positive correlation at the level of 0.01, the correlation coefficient between organizational memory and innovation performance is 0.538 (P < 0.01), the correlation coefficient between declarative organizational memory and innovation performance is 0.468 (P < 0.01). The correlation coefficient between process organizational memory and innovation performance is 0.308 (P < 0.01). The results show that there is a significant positive correlation between organizational memory and innovation performance of private enterprises. Potential absorptive capacity has a significant moderating effect between organizational memory dimensions and innovation performance, while real absorptive capacity has a significant moderating effect between organizational memory dimensions and innovation performance. Thus, improving the organizational memory level and absorptive capacity of private enterprises has a positive role in promoting their innovation performance. This study examines the relationship between organizational memory, absorptive capacity and innovation performance, which expands the scope of organizational memory research, and provides a reference for private enterprise innovation from the perspective of organizational memory and absorptive capacity.

Purpose Different studies have analyzed the relationship between organizational learning (OL) and innovation performance (IP). However, the question of how innovation culture (IC) affects the relationship between OL and IP remains unexplored. This study aims to examine the impact of IC on the relationship between OL and various dimensions of IP, including product, process and objective innovation. Design/methodology/approach A research model was developed and performed based on the relevant literature in the field of OL, IC and IP. The hypotheses are tested with the data collected from companies operating in an intensive knowledge-based industry. Findings Based on the results of 625 questionnaires completed by pharmaceutical companies, OL activities and IC can result in product and process innovation. However, this relationship was not supported for the objective innovation. Furthermore, in terms of the moderating role of IC in the relationship between OL and IP dimensions, the results were significant. Practical implications The findings help to gain a better understanding of how organizational commitment by creating a culture for innovation can help to maximize the benefits of continuous OL in product and process innovation. Originality/value Considering the three aspects of IP, it is the first survey of the contribution of OL in firms’ IP with considering the moderating role of IC. The proposed model would enrich the relevant literature and provide us with better understanding how OL contributes to the IP.

Innovation and creativity in organizations are becoming imperative to their advancement. These two categories are shaping the new culture of innovation, which managers should take into account when trying to maintain the sustainable development of their organizations. This paper examines the contribution of management practice, organizational motivation and resources as the important factors for fostering creativity and innovation in organizations and their effects on productivity. Empirical research using the KEYS methodology was conducted on a sample of employees from innovation-driven organizations. The research results show a positive and significant effect of creativity on organizational productivity. At the same time, the research reveals that challenging tasks, as an element of management practice, and realistic workload pressure, as a resource, strongly contribute to organizational productivity. The paper extends current knowledge on the contribution of management practice, organizational motivation, and resources as factors important for fostering creativity in organizations. Furthermore, the paper contributes by providing a deeper theoretical insight into the concept of the culture of innovation and creativity in an organizational environment.

This study starts from the perspective of organizational culture and combines the characteristics of the policy environment based on the background of China’s institutional transition. First, it integrates the external policy factors for enterprises with the internal innovation culture factors to build an integrated analysis framework to understand the differences in enterprise innovation performance. Second, 42 enterprises in Chongqing City and Jiangsu Province are analyzed by using configuration thinking and fuzzy-set qualitative comparative analysis, while the multiple concurrent factors and causal complex mechanisms affecting enterprise innovation are discussed. The results are as follows: （1） Single policy environment factor or organizational innovation culture factor cannot effectively stimulate enterprise innovation, so it is necessary to jointly influence innovation performance in interactive matching. （2） The innovation model with the interaction between the policy environment and the organizational innovation culture is the best choice for enterprises to achieve innovation incentives, and there are two types of innovation models that produce high innovation performance, namely the value-oriented model and the internal and external collaborative model. Among them, the internal and external collaborative model plays a more important role in the improvement of enterprise innovation performance than the other. （3） There is one type of model that produces non-high innovative performance, and it is not in opposition to the two types of innovation models that produce highly innovative performance. In other words, the non-high innovative performance model cannot be used to derive the reasons for high innovation performance in a reverse way. This study contributes to the extant literature in three aspects: First of all, the conclusion expands the innovation perspective of the policy environment and organizational culture matching, opens the “black box” of the process of policy incentive transmission to the organization, helps to solve the dilemma of failure of innovation policy incentive from the micro-level, and also enriches the discovery of organizational culture theory at the environmental level. Secondly, from the perspective of configuration, various modes to improve innovation performance are found, as well as the interdependence among various antecedent conditions. Finally, the asymmetry between configuration and condition enhances the explanatory power of innovation phenomenon, and makes up for the defect of the extant literature that cannot be applied to the explanation of innovation failure. Generally speaking, while revealing the linkage and matching relationships between policy conditions and organizational innovation culture on the circumstance of China’s economical transitions, it not only helps researchers to fully understand the interdependence and causal complexity of enterprise innovation, but also provides ideas and solutions for managers to effectively use internal and external resources to stimulate innovation.

The purpose of this paper is to examine the mediating role of innovation on the relationship between organisational culture and performance of large manufacturing firms in Pakistan. Data for the study was collected through a survey from 320 large manufacturing firms operating in Pakistan and responses were analyzed to assess the relationships between organisational culture, innovation, and firm performance. The results indicate that organisational culture is positively related to firm performance, and its positive relationship is mediated by innovation. These findings provide useful insights for organizations, particularly in the manufacturing industry, seeking to be competitive and responsive to environmental changes by successfully introducing innovations. Conclusions emphasize that mechanisms to encourage and foster an innovative culture in the organization are likely to facilitate the introduction, adoption, and diffusion of innovations which, in turn, is likely to result in the achievement of superior firm performance. In addition, a few scholars have considered innovation as a key driver of firm performance besides that, fewer researchers have studied innovations as being impacted by organisational culture. This paper makes a significant contribution to the prevailing literature by empirically examining the relationship between organisational culture, innovation, and firm performance.

This systematic literature review explores the effectiveness of knowledge management practices (KMPs) in shaping organizational creativity and innovation among small and medium-sized enterprises (SMEs) in the Shanxi Province of China. The study investigates the relationships between KMPs (knowledge creation, sharing, application, and acquisition), organizational learning, organizational creativity, encouraging and supportive leadership, and innovation performance. By analyzing 65 relevant studies, the review examines the characteristics and contributions of KMPs across cognitive, affective, psychomotor, social, and metacognitive domains. The findings highlight the unique features and contributions of KMPs in enhancing various aspects of organizational learning and creativity, which in turn influence innovation performance. The review identifies KMPs as a standout approach due to their integrated nature, seamlessly incorporating active learning principles into SMEs' operations, making them a holistic and effective method for comprehensively addressing innovation challenges. The study also explores the mediating roles of organizational learning and creativity in the relationship between KMPs and innovation performance, as well as the moderating effect of encouraging and supportive leadership on the relationship between organizational creativity and innovation performance. The manuscript concludes with suggestions for optimizing KMP implementation based on insights drawn from the challenges and inadequacies identified across different practices.