Abstract
PurposeDuring the last decade, a firm's ability to innovate has gained substantial attention in the literature devoted to innovation and strategic management. This study aims at discussing on what is the relationship of a firm's commitment to learn and its open-mindedness with its activity in introducing organizational innovations. The data collection was carried out in Russia. In order to make the research more specific, the organizational innovation is broken down into two subtypes, namely innovation in management practices and innovation in workplace organization.Design/methodology/approachThe study is grounded on the data obtained by the surveying of 123 Russian top managers working in manufacturing firms. The structural equation modeling was approached in order to investigate the impact of a firm's commitment to learn and open-mindedness on its organizational innovation.FindingsThe results indicate that the commitment to learn and the open-mindedness have considerable impact on organizational innovation activity in a firm. The findings also provide evidence that both the investigated subtypes of organizational innovation are positively influenced by commitment to learn and open-mindedness, though the degree of that influence differs.Originality/valueThe literature traditionally focuses mostly on the technological type of innovation leaving the organizational innovation covered by scarce research. In this respect the study contributes to the theory of organizational innovation by elaborating its relations with organizational learning dimensions. Apart from the investigation on the research question at a general level, the study explores the specific context related to the manifestation of phenomenon in a transition economy of Russia.
Highlights
The current business environment requires continuous implementation of new management approaches and organizational forms
This study focuses on innovation in business management practices and workplace organization, while omitting the external relations subtype
This study makes a contribution to the concept of organizational innovation (ORI) by exploring how the evolution of new business practices and organizational structures is supported by organizational learning (OL), which in turn reinforces a firm’s technological development (Coccia, 2017)
Summary
The current business environment requires continuous implementation of new management approaches and organizational forms. The study follows the definition of the OSLO manual (OECD, 2005) proposed for organizational innovation. Aragon-Correa et al, 2007; Jimenez-Jimenez and SanzValle, 2011). Creating new ways of improving a firm’s performance is a critical issue in a rapidly changing world, and many studies focus on factors that underlie organizations’ overall efficiency In this respect, one acknowledged concept is the theory of innovation. Academics and practitioners reveal a consensus in sharing the idea that an efficient firm should uninterruptedly innovate The source of innovation is not always obvious (Coccia, 2016)
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