Innovative Organizational Culture Research Articles

Increasing Entrepreneurship through Strengthening Innovative and Organizational Culture

This study aims to analyze the relationship between student entrepreneurship and the variables of innovativeness and organizational culture. This study uses a quantitative survey method. Questionnaires were distributed via the Google Form application and the WhatsApp group. The research was conducted from October 2022 - February 2023 with 100 respondents from small business group MSME operational managers in Bogor Regency. Proportional random sampling techniques and using the Solvin formula were used in data collection. Data analysis techniques in quantitative research use structural equation models (SEM) and statistical software SmartPLS 3.2.9. The research results show a significant influence and positive trend between innovative variables and organizational culture on entrepreneurship. The practical implication of this research is that to increase entrepreneurship, it must increase the creative variables and corporate culture.

Achieving Workplace Equality With Cloud HR Software: Best Practices For Implementing A Successful Diversity and Inclusion Programs

The pursuit of Diversity and Inclusion (D&I) in organizational contexts has burgeoned into a pivotal business strategy, albeit with varying degrees of success. A myriad of D&I initiatives across industries has been met with challenges, manifesting in suboptimal outcomes and, in certain instances, outright failure. This paper seeks to explore the potential factors contributing to the lackluster performance of numerous D&I programs and endeavors to identify prospective avenues to circumvent these issues. Addressing workplace equality stands paramount in the evolution of a thriving, inclusive, and innovative organizational culture. The role of Human Resources (HR) is pivotal in orchestrating an environment that not only embraces diversity but also fosters an ethos of inclusivity and equality. Amidst the modern technological landscape, Cloud HR Software surfaces as a groundbreaking tool that amalgamates the virtues of cloud computing with HR functionalities, offering scalable, accessible, and robust solutions to mitigate disparities and anchor equal opportunities across all tiers of an organization. This paper elucidates the imperative of achieving workplace equality and how leveraging Cloud HR Software can potentially streamline this pursuit through comprehensive data analytics, real-time feedback, and developing equitable talent management strategies. I delve deep into various use-cases and empirically backed scenarios wherein organizations have successfully harnessed Cloud HR solutions to not only comprehend but also rectify structural and cultural inequalities, thereby propelling themselves toward a more egalitarian working environment. The exploration aims to shed light on practical strategies, inherent challenges, and ethical aspects interwoven with the deployment of Cloud HR Software while maintaining a keen eye on ensuring that technological advancements and organizational equality progress hand in hand. This white paper delves into the multifaceted challenges that permeate the implementation of D&I programs and elucidates pathways towards fruitful execution. Central to these challenges are superficial commitment, misaligned strategies, resistance to change, and the failure to intertwine inclusivity within organizational fabric, often culminating in suboptimal outcomes and disintegrated team dynamics. Through an exploratory lens, this paper concurrently sheds light on the critical success factors that underpin triumphant D&I initiatives.

The Modern Military Leadership – The Anchor of Organizational Culture in the Contemporary World

Abstract This article states that for an innovative organizational culture, it is important to combine social intelligence, emotional intelligence with advanced technologies, information and artificial intelligence. The military leader focuses on new understandings of modern conflict, new resources, and new ways to extend war beyond the battlefield based on his or her ability to effectively coordinate high-tech and human resources. How can he create and build the right military approach? Within the military, artificial intelligence can be used for security, defence, attack strategies, but the involvement of human intelligence could add a competitive advantage precisely if it is intelligently managed and directed. The main hypothesis is that for a revolutionary implementation of new technologies in the contemporary world, a maximum pragmatic harnessing of emotional and social intelligences is required. With the alert evolution of man, with his self-awareness and organic maturation, even leadership has acquired new valences. The relationship between leadership and emotional intelligence, novel until a decade ago, is now a truism.

Управление развитием организационной культуры современного воинского коллектива

The article presents the analysis of theoretical approaches to the essence of managing the development of organizational culture of a modern military team. Military organizational culture is revealed as a complex of cultural values, norms, beliefs of military personnel, a managerial factor of transformation of professional changes in the modern military team. The specifics of the subject (military administration) and the object (members of the military collective) of management are substantiated, the integrated approach of the essential characteristics of the process of managing the development of the organizational culture of the military collective is revealed. As a result of the analysis of the sociological survey data, the characteristics of this phenomenon are clarified as a purposeful organizational, project, controlling activity of the military administration to ensure the reproduction of military organizational culture, the achievement of its stabilization, as well as progressive development. It is proved that the management of the development of the organizational culture of the military collective presupposes the achievement of a targeted qualitative renewal of the external symbols of the military collective, as well as the prevailing values, needs, ideals, traditions, norms of behavior of military actors. Management design of innovative norms, values, principles of interaction of military personnel is designed to allow not only to form an initiative military actor of a leadership type, but also to provide prerequisites for the transition to an innovative organizational culture of military teams. It is proved that the management of the development of the organizational culture of the military collective has several forms of manifestation: 1) as a dual complex within the framework of the general management system of a military organization; 2) as a mechanism aimed at, on the one hand, at ensuring the stabilization of organizational culture and, on the other hand, at its expanded reproduction; 3) as a subsystem of social management (federal, regional, internal-military-organizational; 4) as a management process itself. In a generalized context, the management of the development of organizational culture is a component of the overall system of integrated targeted management of a military unit as a whole, which determines, among other things, the optimization of its organizational culture. Within the framework of this management, management subsystems can be distinguished in the form of separate socio-cultural projects. Educational activity with this approach should be considered as a means to ensure the achievement of the development of the organizational culture of the military unit.

The effects of knowledge sharing on innovative behaviours of academicians; mediating effect of innovative organization culture and quality of work life

PurposeCurrent article aims to investigate the positive link between knowledge sharing (KS), innovative culture (IC), quality of work life (QWL) and innovative behaviours (IB) at higher education institutions in Iraq's Kurdistan Region.Design/methodology/approachThe study's data was gathered from academic staff at various universities in Iraq's Kurdistan Region. A total of 212 data were collected via survey questionnaire and analysed using structural equation modelling.FindingsIt was discovered that KS has direct and significant positive effects on IC, QWL and IB; IC had direct positive effects on IB; QWL had no considerable influence on IB and IC had a significant mediation and moderation roles between KS and IB. As a result, it is advised that universities in the region are strongly support IC to increase IB among academicians.Research limitations/implicationsFirstly, the data has been collected during the crises time that the lecturers were not receiving regular salary. This might change their quality work life perception. Secondly, data has been collected only from Sulaymaniyah city; other parts of the Iraq could have different perceptions. Lastly, sample size might be another limitation of the study.Practical implicationsIt is recommended that universities in the region should strongly support IC to increase IB among academicians, in terms of providing flexible working schedule and conditions, fair opportunities for promotion, and share decision making responsibilities.Social implicationsKS and IC has significant impacts on IB among the academicians. Accordingly, university administrative should improve policies increase KS behaviours and provide IC that academicians feel more comfortable culture to be innovative. Therefore, current paper recommends, tolerance to failure, openness to new ideas and participation to the decisions to improve IB among the academicians.Originality/valueThe paper is important that investigate KS and IC at the higher education institutions in Kurdistan region. Further, QWL perception has been investigated respectively. However, it has been observed that lecturers do not have quality of life perception at the investigated period of time.

Демократизация управления персоналом как фактор развития творческой активности работников

The basic approaches of analysis are identified, generalized definitions are developed, and the essence of the personnel management democratization process is clarified. Based on the authors' interviews of 12 expert managers (2022) the relationship between the democratization process of personnel management and the development of creative activity of employees is revealed. It is proved that democratization of management of the personnel is a process of introduction of democratic principles and norms in a control system of the personnel, formation of innovative culture, transfer of a part of traditional functions of management to direct structural divisions, social and labor groups, separate workers of organization. The authors propose to differentiate the objectives of democratization of management processes at the level of individual structural subdivisions, social professional groups of the organization: 1) implementation of the process of transferring management functions in relation to the set tactical work tasks; 2) ensuring relative social justice, optimization of professional adaptability; 3) motivation of rationalization proposals and innovative implementations; 4) formation of the mechanism of partnership interaction on the problems of creative innovations and rationalization proposals; 5) target design of educational, scientific, innovative self-management activities of professional teams. It was proved that management design of innovative organizational culture reflects not only the process of planned, purposeful formation of innovative values, norms, traditions and principles of both the organization as a whole and individual social professional groups, but also the achievement of democratic management transformation, regulation and resolution of labor conflicts, labor adaptation of organization members. In conditions of growing uncertainty of external and internal environment, managerial democracy should have specific manifestations in individual units and professional groups of the organisation.

Servant leadership, innovative work behavior and innovative organizational culture: the mediating role of perceived organizational support

PurposeThe purpose of this study is to examine the effects of servant leadership (SL) and innovative organizational culture (IOC) on employees' innovative work behavior (IWB). In addition, this paper attempts to examine the mediating role of perceived organizational support (POS) in these relationships.Design/methodology/approachData were collected from 280 employees working in technopark companies located in Turkey, which require intensive IWB. Structural equation modeling and bootstrapping procedure were used to test the hypothesized relationships.FindingsThe findings suggest that SL, and IOC are significantly and positively related to employees' IWB. The results also show that SL and IOC stimulate employees' IWB through POS.Research limitations/implicationsBecause this study was carried out by employing a cross-sectional research design with data obtained from the same source, the inferences about the causality among the variables cannot be inferred.Practical implicationsThe empirical findings suggest that organizations should make efforts to promote SL and improve IOC in order to harvest IWB from their employees. Moreover, organizations and managers need to recognize the importance of the POS by employees, and therefore form an adequate working environment, create and utilize policies and procedures accordingly.Originality/valueThis study suggests ways for organizations to enhance their innovativeness through IOC and SL applications in pursue of harvesting employees' IWB using POS by employees as mediator. This study is also original, in that no previous studies have investigated the mediating role of POS in the relationship between IOC, SL and IWB.

The Role of Transformative Communication in Creating a Culture of Innovation

Background: An organization's survival, growth, and competitive advantage depend on its agility or ability to respond quickly and effectively to changes in its internal and external environment. Creating various innovations, including implementing new systems, strategies, and programs, requires creativity to run effectively. An organizational culture that is accommodative to the changes that occur is needed to make this happen. Many studies on communication and its relationship to organizational culture suggest a reciprocal influence between the two. However, the role of transformative communication carried out by leaders in creating an organizational innovation culture has not been widely studied. A research model was developed to explain the relationship between constructs based on an analysis of the employees of a public company in Indonesia. Aim: This study emphasizes the role of transformative communication as a mediator of transformational leadership in achieving organizational innovation culture in the company implementing a new system. Method: Analysis using structural equation modeling with partial least squares estimation was applied. This research contributes to the application of transformative communication more specifically. Findings: The study's findings indicate that transformative communication plays a significant role in mediating the effects of transformational leadership on the development of an organizational innovation culture. This study concludes with some suggestions for potential future research.

The relationship between organisational culture, market orientation and organisational performance in the food and beverage sector

The article's objective was to evaluate how the organisational culture influences the market orientation and, consequently, the organisational performance of bars and restaurants in the city of São Paulo. To achieve the objective, the scale proposed by Jogaratnam (2017b) was adapted to the Brazilian reality and applied via Google Forms to professionals of bars and restaurants in the state of São Paulo, totalling 110 responses. Furthermore, the data were analysed by confirmatory factor analysis (PLS) through the SmartPLS version 3.2, which presented as significant the relationships between innovative culture and organisational performance, supportive culture and market orientation and organisational performance, demonstrating the aspects in which the food and beverage managers should pay attention to improve the performance of companies in the food and beverage sector, especially bars and restaurants.

Transformative teacher leadership experiences in schools in creating an innovative educational culture: The case of Lithuania

The importance of teacher leaders has been increasingly emphasized in innovative educational practices. In this study, we present the experiences of innovative teacher leaders (N = 10) in Lithuania. The sample of respondents is qualitative-purposive. Teachers who have been awarded for their innovative practice took part in the study. In addition, teachers nominated by their school communities as innovative educators who are making a difference in their schools were also included. The data analyzed by the method of critical analysis of qualitative research discourse will help the reader understand what helps teacher leaders develop innovative educational culture practices. Additionally, the data reveal how teacher leaders themselves understand leadership, which motivates them to work innovatively. We found that innovative teachers in Lithuania perceive the phenomenon of transformational leadership in four categories, namely: attention to others, initiating change, community building, development, and improvement. The participants in the study also described the meaning of innovative teacher behavior, which is revealed in the analysis of two categories: quality of education and educational change. The third component, innovative organizational culture, was discussed by presenting teachers’ insights on three categories: planning, implementation, and motivation. Teacher leaders support, create and nurture a culture of innovation by motivating and encouraging their colleagues to improve. The findings of this study are useful for school communities wanting to make changes, as they provide answers to what motivates teachers to change their practices and to mobilise other educators for common goals.

The Influence Of Human Resource Management Practices, Organizational Innovation and Learning Organization Culture On Innovation Work Performance

This study aims to analyze the effect of new HRM practices (NHRM), Orgazational Innovation and Learning Organizational Culture on Organisasi Innovation Performance. This study used a quantitative method using a questionnaire as a means of collecting data from 279 respondents with various work backgrounds. Based on the results of the analysis, it is known that the significance values for the influence of X1, X2 and X3 on Y are 0.000 <0.05 and the calculated F value is 295.179 > F table 2.640 so that it can be concluded that the new human resource management variable, organizational innovation, and learning organizational culture are significantly simultaneously affect the innovation performance of an organization. The limitations of this study are that it only examines several variables that affect innovation performance in an organization. Of course there are still many variables that can affect organizational innovation performance and the number of respondents in this study is only 279 people. Questionnaires sometimes do not show the actual opinions of respondents, this happens because of differences in thoughts, assumptions and understanding of each respondent. This research focuses on the application of new human resource management concepts, organizational innovation and learning organizational culture to innovation performance with various work backgrounds and positions so that this aspect becomes the novelty of this research.

기업의 지속가능경영전략과 성과에 조직요인이 미치는 영향에 대한 실증분석

The purpose of this paper is to analyze the impact of sustainable management strategies on non-financial performance as a sustainable competitive advantage, and to examine the moderating effects of organizational factors on sustainable management strategies and performance. To collect appropriate data for the study, we selected companies to survey based on panel data from small and medium-sized enterprises nationwide collected by the Small and Medium Business Administration in 2022. The survey was conducted on manufacturing small and medium-sized enterprises with 100 or more employees and total sales of 5 billion or more. Empirical analysis shows that organizational factors (innovative organizational culture, SMCS system) have a significant moderating effect on sustainable management strategies and performance.

Detection of the Lines of Research in Favor of the Implementation and Development of Organizational Culture of Innovation through a Bibliometric Analysis

This paper analyzes the lines of research derived from the implementation and development of the organizational culture of innovation in order to identify the trends followed within this field of study. In doing so, we identified potential and recent-interest trends that could contribute both to the development of this scientific field and to the search of companies for competitive advantages. The most productive authors, journals and countries were also identified, thus offering a solid basis for future research. The methodology consisted of the analysis of bibliometric indicators from scientific articles in Scopus database published between 1980 and 2000. The Web of Science was not considered since the results obtained in both databases were similar. Among the relevant findings related to administration, in publishing terms, the United States is the most productive country, followed by the United Kingdom and Australia. The analysis of topological data between keywords and science areas shows that the analyzed sample focuses on inter- and multidisciplinary studies, and that most theories and basic frameworks were created between 1980 and 2000. These findings provide a basic framework for qualitative and quantitative research that could be applied by experts in the field of management.

Organizational climate and psychological capital of university faculty members in Saudi Arabia: The moderating role of innovative organizational culture

The world is changing its impression of working methodologies. Development in each field of life has changed the association as well as the individual's way of life, conduct, and working environment. For this reason, the organizational climate has become a hot topic and is considered a primary influence in increasing employee abilities that further increase an organization’s overall performance. Therefore, this study aims to explore the relationship between organizational climate and psychological capital with the moderating role of innovative organizational culture. For this purpose, data were collected from 232 faculty members in full-time jobs at the leading university (Jouf University) in Saudi Arabia. SEM was applied to test the hypotheses. This study found that organizational climate positively impacts psychological capital, while innovative organizational culture is a significant moderator that builds the association between organizational climate and psychological capital. This study concluded that organizational climate is an imperative factor that enhances psychological capital, as psychological capital has an inordinate impact on the worker’s attitude, behavior, and performance, which is necessary for overall organizational performance. Hence, this study has theoretical and practical implications and leads the way for future exploration, such as in the context of higher educational institutions. It is explained that a healthy climate positively influences the psychological capital of faculty members, enhancing the work performed and the organization itself. AcknowledgmentsThis work was funded by the Deanship of Scientific Research at Jouf University under grant No. DSR-2021-04-0305.

Cultural management as an element of strategy of development of school social capital

Besides various proposals of solving current problem with education crisis, some new economic and social concepts appear, which are related to the notion of social capital. This article attempts to analyse conditions of social capital formation in the school as well as some factors that support its development. Particular attention is given to cultural management, which is perceived as a determinant of effective development of informal values and ethical standards common for the school community. In the conclusion it is pointed out that the supreme value of such strategic management of social capital is building relationships based on trust and partnership. This creates innovative organizational culture of school community. Its characteristic features are: a future orientation, elasticity and ability to act proactively. Thus, social capital becomes a bearer of cultural values that cause positive changes in the dominating cultural system of contemporary education. The article presents the following implications for practice or educational policy: educational policy makers can familiarise themselves with the main dimensions of the social organisation of the school, which in management theory are the basis for the growth of the social capital of the school ; Administrators can take action to develop an innovative organisational culture for the school community, adapted to current and future changes in the school environment as an organisation ; Educators can improve the individual educational environment of each pupil through cyberlearning space, which is now becoming an increasingly attractive alternative to existing methods of shaping the social capital of the school ; The participants of the educational process should together take part in the development of innovative structures of the educational community’s relational bonds through cultural management which formats the organisational culture of the school’s social capital as a system of meanings understood by the pupils and collectively accepted by them.

Effects of environmental innovation design and organizational culture on product competitive advantage

Various countries successively notice major disasters and climate anomaly resulted from the counterattack of nature that they have to emphasize the timing of environmental protection, energy saving & carbon reduction, and sustainable development issues. It continuously ferments sustainability-related green issues. In face of international environmental regulations and consumers’ environmental awareness, enterprises therefore encounter larger challenge and impact. In this study, a total of 360 questionnaires were distributed to supervisors and employees of Taiwan's high-tech industry, and 283 valid questionnaires were returned, with the retrieval rate of 79%. According to the results to propose conclusions, it is expected to help enterprises immediately adopt effective and flexible strategies & actions in the sustainable development process to ensure the competitiveness.

Voices from within. To what extent can internal crowdsourcing drive a change in organizational culture?

Leading companies point out that their main competitive advantage is an innovative organizational culture. However, not all organizations have a strong and effective culture by default, so it is useful to analyze the initiatives followed by those that do, and their contribution to cultural change. We explored the effects of internal crowdsourcing (IC) on the development of an innovation culture in large organizations. A partial least square-structural equation modeling (PLS-SEM) with the 244 observations obtained from three large organizations from Spain – Madrid City Hall, Sabadell Bank, and Endesa – was applied to test the framework proposed. Our study contributes to the literature due to the paucity of empirical studies on the influence of IC on the development of an innovation culture. The findings confirmed previous qualitative results and supported the important role of these types of initiatives for business managers who need to revitalize their organizational culture.

FAKTOR-FAKTOR YANG MEMPENGARUHI GREEN COMPETITIVE ADVANTAGE

This study aims to examine and analyze the effect of environmental organizational culture, environmental leadership, environmental capability, green innovation, green supply chain management, and green organizational culture on green competitive advantage. This study analyzes the influence between variables through hypothesis testing (causality research). The data used are secondary data from sustainability reports and/or annual reports of companies listed on the Indonesia Stock Exchange (IDX) for the period 2020-2021.There are 369 research samples that meet the predetermined criteria (purposive sampling method). Data analysis using SPSS version 22.0. The result is that environmental leadership, environmental capability, and green supply chain management have a significant positive effect on green competitive advantage, while environmental organizational culture, green innovation, and green organizational culture have no effect on green competitive advantage.

The Influence of Organizational Culture On Employee Performance In Sukabumi City

Organizational culture in the sub-district environment will influence the behavior of organizational members so that it has an impact on employee performance. This study aims to determine the effect of organizational culture on employee performance in Gunungpuyuh District, Sukabumi City. In this study, a quantitative approach was used with the associative/relationship research method. The population in this study was all employees in the Gunungpuyuh District Office, Sukabumi City, totaling 26 people. The results showed that 16% of employee performance in Gunungpuyuh District, Sukabumi City, was influenced by Organizational Culture. An organizational culture based on an innovative work system needs to be developed at the Gunungpuyuh District Office, Sukabumi City. Thus, this innovative organizational culture model needs to be applied in an effort to improve the performance provided by employees.

The impact of organizational innovation culture on employees' innovation behavior

Faced with increasingly fierce market competition, more and more organizations have recognized that organizational innovation culture is an important driver of employees' innovation behavior. On the basis of data collected from 482 respondents and using SPSS 24.0 and Mplus 8.0 for analysis, we obtained the following results: First, organizational innovation culture had a positive impact on employees' innovation behavior. Second, innovation self-efficacy played a mediating role between organizational innovation culture and employees' innovation behavior. Third, organizational identity played a moderating role in the relationship between organizational innovation culture and employees' innovation behavior. The research results enrich theoretical understanding in the field of human resource management and also provide a reference for enterprise managers on how to effectively stimulate employees' innovative behavior.