Toward an Innovative Strategic empowerment: The role of strategic empowerment on organizational innovation

Abstract

The study aimed to examine strategic empowerment dimensions and its influence on organizational innovation at private sectors in Developed countries. To measure the current study, the researchers used four strategic empowerment dimensions (empowerment culture, innovation culture, managerial ethics, and managerial transparency). A quantitative technique applied in order to analyze the current study. Sample design refers to the procedure or method the researcher is willing to accept in choosing items for the sample. Research sample was selected using a procedure of random sampling and it was carried out in different banks. A total of 120 questionnaires were distributed, however 109 participants properly filled out the questionnaires. The results show that empowerment culture as strategic empowerment dimension influences significantly and positively organizational innovation at 5% level. The results show that innovation culture influences as strategic empowerment dimension significantly and positively organizational innovation at 5% level. The results show that managerial ethics influences as strategic empowerment dimension significantly and positively organizational innovation at 5% level. The results show that managerial transparency as strategic empowerment dimension influences significantly and positively organizational innovation at 5% level. Moreover, all beta value is higher than .001. All models have very high adjusted R2 (0.693, 0.621, 0.712, and 0.763 respectively) indicating the ability of the models explaining the variation of organizational innovation due to variation of independent variables is very high. The F-value shows that the explanatory variables are jointly statistically significant in the model and the Durbin-Watson (DW) statistics reveals that there is autocorrelation in the models.