Abstract
Purpose In modern times, innovation is considered as a vital component of sustainable competitive advantage. The purpose of this paper is to identify how innovation at the individual level [innovative work behavior (IWB)] and at the organizational level [innovative organizational climate (IOC)] affects the chances of success of a particular project. Additionally, the moderating effect of gender and work culture on the relation between innovative climate and behavior is tested in the study. Design/methodology/approach Survey technique was used to collect data from 425 employees working in project departments at the executive, middle level and senior level management in the paint manufacturing industry of Pakistan. Multiple regression, as well as Preacher and Hayes (2004) tests, were applied to test the hypotheses. Findings The result of the data analysis showed that IWB acts as a mediator between IOC and project success (PS), thereby supporting the hypothesized model of innovation and PS. Work culture was supported as a moderator; however, no moderating effect of gender was validated by the results. Research limitations/implications The management must make sure that to maximize the rate of success of projects, innovative work climate within the organizations and departments be given due importance. In addition to this, personnel’s individual innovation capabilities must also be enhanced by taking steps toward improvement through training and development. Originality/value Though attention has been given to research in innovation in light of other related variables, its relation to PS remains yet to be studied. The effect of gender and work culture on innovation in Pakistani paint industry was long over-due which has been addressed by this study.
Highlights
For today’s managers and leaders, the thorough management of innovative organizational climate (IOC) is a challenging and demanding job (Isaksen & Ekvall, 2010). Kissi, Dainty, and Liu (2012) depicted IOC as the organization’s internal innovation encouraging environment. Schneider (1990) defined it as the subjective perception of personnel regarding the environment of workplace that encourages the generation of new thoughts, concepts, methods and procedures
Data analysis As we aimed to investigate the indirect effect of IOC on project success (PS) through Innovative work behavior (IWB), before executing the key hypotheses, various tests were conducted to check the authenticity and appropriateness of the data, i.e. data normality, reliability and correlation analysis
The strong prevailing stereotypes about “typical female” are the opposite of the psychological prerequisites for innovative behavior (Cropley & Cropley, 2015). When such stereotypes are instilled in women’s minds, they might drive them away, but would hamper the innovation capacity of the ones who stay, and subsequently of the entire organization. Such discussion though might purely mirror and strengthen the gendered nature of innovation research (Robb & Coleman, 2014), our study has shown that a handful of women working in the Pakistani paint industry are not influenced by the male domination and innovate in similar capacities when provided with supportive environment for innovation
Summary
For today’s managers and leaders, the thorough management of innovative organizational climate (IOC) is a challenging and demanding job (Isaksen & Ekvall, 2010). Kissi, Dainty, and Liu (2012) depicted IOC as the organization’s internal innovation encouraging environment. Schneider (1990) defined it as the subjective perception of personnel regarding the environment of workplace that encourages the generation of new thoughts, concepts, methods and procedures. Schneider (1990) defined it as the subjective perception of personnel regarding the environment of workplace that encourages the generation of new thoughts, concepts, methods and procedures. The foundation of innovation rests on the advancement and execution of original concepts which boosts personnel’s creativity (Van de Ven, 1986). Because of the affirmative results related to personnel’s IWB, researchers including Janssen (2000); Kang, Matusik, Kim, and Phillips (2016); and Ren and Zhang (2015) have demonstrated increasing attention to characteristics that have the capability to boost IWB. The strategic effect of IOC related to organizational performance (OP) has been documented in previous research studies conducted by Naranjo-Valencia, Jiménez-Jiménez, and Sanz-Valle (2016); and Nybakk and Jenssen (2012)
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