Organizational Innovation Performance Research Articles

Relationship Between Organisational Innovation and Organisation Performance: A Study of Nigeria Bottling Company

In an increasingly competitive business environment, the role of organisational innovation as a driver of performance is more crucial than ever. This study investigates the relationship between organisational innovation and organisational performance with a specific focus on Nigeria Bottling Company. Using a mixed-methods approach, the study explores how innovations in product development, processes, and management systems contribute to enhanced operational efficiency, market share, and financial outcomes. The study adopts a descriptive cross-sectional survey. The target population for this study consisted of two hundred and forty-five (245) staff members from Nigeria Bottling Company. Data was collected through structured questionnaires with key personnel across various departments within the organisation and analysed using descriptive statistics and regression analysis for the hypotheses. The study revealed that film size innovation is vital for a company's success in today's highly competitive business environment and leads to higher productivity, meaning that the same input generates a greater output. Innovatiocontributeste to firms’ success in terms of better performance in the form of higher profits, lower production costs, more efficient working procedures, and better relationships with customers. Furthermore, finding shows that creativity and innovation helps and improves the work of employees together with improving organisational performance. The study concludes that fostering a culture of continuous innovation is essential for sustaining competitive advantage in the beverage industry. It is therefore recommended that technological innovation be incorporated at all levels. The management of the organisation has to design an effective and timely market innovation strategy and communicate it to all staff members to enhance organisational performance and productivity. Organisations should consider innovation that is either market, product or organisation-based to improve and increase the organisational performance as innovation is significant to new product development, product modification and creation of a new market as experienced in new product lines like increase in online marketing, online purchase of different products and global connection of markets into one.

The Impact of Total Quality Management (TQM) on Innovation Performance with Knowledge Sharing and Organizational Culture as Intervening Variables: A Study on PT Pos Indonesia (Persero) Bandung

This study examines the effect of Total Quality Management (TQM) on innovation performance at the Main Branch Office of PT Pos Indonesia (Persero) Bandung, with knowledge sharing and organizational culture serving as intervening variables. The data was collected using a saturated sampling of 85 respondents and analysed using Structural Equation Modelling using SmartPLS. This research method is commonly used in quantitative research. Organisational culture, knowledge sharing, and innovation performance are all positively and significantly impacted by TQM, according to the findings. Furthermore, the connection between TQM and innovation performance is moderated to a large extent by both knowledge sharing and organisational culture. This research shows that TQM, supported by a values-driven culture and an emphasis on information sharing, is essential for encouraging innovation.

The impact of leadership behaviors on organizational innovative performance and learning in AI-driven Industry 5.0 environments

Purpose Our aim was to elucidate how leaders’ behaviors may impact innovation and organizational learning in a fast-changing, human-centric and sustainability responsive AI-driven Industry 5.0 environment. Design/methodology/approach An unsystematic narrative review of relevant literature was conducted focusing on the influence of leadership behaviors on innovation and learning in Industry 5.0 environment. Findings We found that leadership behaviors that align with Industry 5.0 demands and values must emphasize collaboration, empathy, and continuous learning. The translation of leaders’ actions into desired outcomes requires a psychologically safe work environment, ensuing team cohesion, empowering team members, promoting a learning culture, engendering trust, and vision and goal alignment. Research limitations/implications Being aware of leadership qualities required in Industry 5.0 environment, characterized by machine–human collaboration, sustainable innovations, and continuous learning, enables organizations to focus their recruitment efforts on leaders’ characteristics that align with this environment. It also helps them design suitable leaders’ training and development programs. This study requires further expansion and empirical testing to validate the proposed model. Originality/value There is a plethora of studies on leadership in various contexts; however, there is very little research on the type of leadership that maybe effective in the fast changing and AI-driven Industry 5.0 environment. The findings of this paper shed light on such a leadership.

The role of ESG reporting, artificial intelligence, stakeholders and innovation performance in fostering sustainability culture and climate resilience

Purpose This study aims to investigate the causal relationships among environmental, social and governance reporting (ESGR), stakeholder sustainability awareness, use of artificial intelligence (AI), sustainability culture, innovation performance and climate resilience of organizations across diverse sectors in Sri Lanka. Design/methodology/approach A survey was conducted among 327 respondents, including senior accounting professionals, operations managers and functional heads to gather company-level data in various industries in Sri Lanka. A disjoint two-stage approach validated the measurement model, and the partial least squares structural equation model (SEM) was used to test the proposed hypotheses. Findings The analysis evidences the mediating role of stakeholders' sustainability awareness on the relationship between ESGR and sustainability culture. Furthermore, it emphasizes the role of sustainability culture in driving climate resilience. Innovation performance acts as a moderator, strengthening the relationship between the use of AI and sustainability culture. Practical implications The study suggests that organizations should strategically use ESGR, integrate AI and prioritize stakeholder engagement to strengthen their commitment to sustainability. These provide insight for decision-making in organizations seeking to align with sustainable business practices. Originality/value It explores the use of AI to enhance ESGR and sustainability culture, providing a broader understanding of how organizations manage AI and stakeholders in sustainability issues.

The impact on organizational innovation and university performance: The mediating role on employee performance of private universities in Mogadishu

Scholarly research shows that in traditional business settings, organizational innovation and employee performance greatly improve the performance of universities. Globalization has caused major changes in the environment, creating many challenges that require new organizational approaches. The researchers wanted to explore whether this effect could also be found in the academic sector. Therefore, the main goal of this article was to conduct an empirical study to examine this issue. The study used a quantitative method, collecting data through an electronic structured questionnaire. A random sample of 120 academic staff from private universities in Mogadishu, Somalia, was selected for the survey. The data was analyzed using SPSS v23 software and SmartPLS 4. The results show a strong positive relationship between product innovation and both employee and university performance. Process innovation had a significant impact on university performance but negatively affected employee performance. Overall, the study found that employee performance negatively affected the relationship between organizational innovation and university performance. Despite its limitations, this study provides valuable insights for scholars, researchers, and policymakers in academic institutions.

Does the nexus of corporate social responsibility and green dynamic capabilities drive firms toward green technological innovation? The moderating role of green transformational leadership

Dynamic organizations actively capitalize on social responsibility (CSR) and environmental recovery strategies, considering social and ecological challenges. However, how CSR-committed firms respond to changing environmental technologies and sense critical social and environmental trends is unknown. This study examines the role of CSR in developing green dynamic capabilities (GDC) of organizations, including resource reconfiguration, integration, and environmental insight capabilities, and it explains whether they strengthen organizational green technological innovation (GTI) performance. Specifically, it takes green transformational leadership (GTL) as the moderating variable in the relationship between GDC and GTI. The data collected from 295 manufacturing managers analyzed through linear regression and structural equation modeling indicated that CSR-committed firms have significant capability to integrate and reconfigure green resources and environment insight capability, leading toward improved GTI. The study establishes that GTL bolsters the relationship between resource integration and environmental insights aspects of GDC and GTI; while insignificant relationship exists for resource reconfiguration. Considering their pivotal green transformative role, it suggests that organizational leaders should prioritize sustainability, inspire vision, empower employees, and foster a culture of innovation to leverage the organizational GDC to boost GTI and concludes with policy implications.

Enhancing Service Innovation Performance of Hotels: The Role of Organizational Learning Culture and Dynamic Capabilities

Organizations are beleaguered by stiff competition, a dynamic market environment, and rapid technological changes that threaten the survival of businesses rambling to gain a competitive advantage. Past studies bring forth the role of innovation in services, crucial in driving tremendous growth in terms of economic activity. But, what contributes to innovation in services remains a sparsely researched area. The present study proposes a research model to examine the impact of organizational learning culture on service innovation performance in hotels with dynamic capabilities as a mediating variable. Structural Equation Modeling (SEM) is used for assessing the relationship between variables and validates the research model. The unit of analysis comprised individual employees working in four-star and five-star rated hotels located in the tourist-bound cities of Lucknow, Agra, and Varanasi in Uttar Pradesh (India). Empirical evidences support the positive role of dynamic capabilities in the relationship between organizational learning culture and service innovation performance thereby asserting the importance of developing distinctive capabilities for enhancing service innovation performance in hotels.

Increasing organizational agility and innovation performance of tour operators from the relational view perspective

Increasing organizational agility and innovation performance of tour operators from the relational view perspective

GVC embeddedness and innovation performance – an analysis across 28 European countries

PurposeThis study has the following aims. First, it tries to clarify the relationship between global value chain (GVC) participation and innovation performance. To date, research generated mixed results. Secondly, it explores a novel way of investigating GVC participation by focusing on the sectoral level in which organizations operate using the concept of GVC embeddedness, which has not been investigated to date.Design/methodology/approachData from two sources are combined. The European Company Survey of 2019 provides data about the innovation performance of organizations. These data include measures about production and process. At the sectoral level, these company-level data are combined with data from the Trade in Value Added from the Organization for Economic Cooperation and Development. In total, more than 20,000 companies were investigated, which operate in 15 sectors in 28 countries. This three-level structure is analysed using multilevel ordered probit analyses.FindingsThe results show that forward participation and backward participation at the sectoral level are positively related to product innovation and process innovation. The probability of not being engaged in innovation is reduced through GVC embeddedness. And, the probability of generating incremental and radical innovations (both regarding products and processes) increases if GVC participating at the sectoral level is higher.Originality/valueThis study is the first to relate sectoral GVC embeddedness to the innovation performance of organizations.

The Effect of a High-Performance Work System on Organizational Innovation Performance: The Mediating Effect of Employees’ Intrinsic Motivation and the Moderating Effect of Person–Organization Fit

The organizational system is directly associated with overall organizational management and sustainability. The reason is that the organizational system has a strong relationship with organizational performance. One of the most important functions of the organizational system is the high-performance work system, which is the system that manages the employees so that they can maximize their functions, this study focuses on the importance of a high-performance work system in order to achieve organizational goals and increase performance. In particular, a high-performance work system is directly related to innovation performance that secures the competitive advantage of organizations. Based on such background, this study focused on how a high-performance system improves innovation performance. Unlike previous studies, rather than simply focusing on variables exploration or main effect verification, we provided and verified the research model related to the process by which innovation performance occurs. Specifically, this study aimed to investigate whether high-performance work systems in organizations enhance employees’ innovation performance and examined the mediating role of employees’ intrinsic motivation in enhancing innovation performance. In addition, we investigated the moderating role of employee person–organization fit in high-performance work systems and employee intrinsic ation directly. To validate this model, we collected data from 309 members of Chinese SMEs. We found that high-performance work systems positively affect employees’ innovation performance through a person–organization fit and that employees’ person–organization fit significantly moderates the relationship between high-performance work systems and employees’ intrinsic motivation directly. Overall, this study expands the scope of research on the enhancement of employee innovation performance and provides a theoretical basis for related research, which is also a contribution of this study.

Organizational structure, agility, and public value-driven innovation performance in the UAE public services

Existing public sector management literature requires an empirical examination of the relationship between change readiness, organizational agility, and public value-driven innovation performance. Moreover, how organizational structure moderates these relationships in the public sector context is still being determined. This study aims to address this gap by collecting data from 421 top management respondents working in public services in the United Arab Emirates. The hypotheses are tested using a structural equation model. The study's findings confirm that change readiness positively influences organizational agility and reveals the positive effects of organizational agility on public value-driven innovation performance in public service organizations. Additionally, this study highlights that change readiness directly affects public value-driven innovation performance. Simultaneously, organizational structure (formalization and centralization) affects the relationships between change readiness and public value-driven innovation performance, and organizational agility and public value-driven innovation performance. Finally, this study shows that organizational structure (centralized and formalized) impacts the relationship between change readiness and organizational agility. This study contributes substantially to the existing knowledge on the relationships between change readiness, organizational agility, organizational structure, and public value-driven innovation performance.

Unlocking digital transformation in Industry 4.0: exploring organizational readiness, innovation and firm performance in Vietnam

Unlocking digital transformation in Industry 4.0: exploring organizational readiness, innovation and firm performance in Vietnam

Management innovation, digital capacity and enterprise innovation performance

Purpose Small- and medium-sized enterprises (SMEs) are key players in economic activities. Yet little research focuses on their management innovation’s effect on innovation performance, this paper explores the impact of three sub-dimensions of management innovation (new organizational structure, new processes and new practices) on innovation performance (innovation outcome performance and innovation process performance) of SMEs in the manufacturing industry. It elucidates the mediating role of external knowledge search (search depth and search breadth) and identifies the moderating effect of digital capability.Design/methodology/approach By collecting primary data through a questionnaire survey, this paper employs Mplus and SPSS to analyze data.FindingsThis paper finds that management innovation positively affects innovation performance, with a greater impact on innovation outcome performance. Search breadth partially mediates the relationship between new organizational structure and innovation performance. Digital capability positively moderates the positive relationship between management innovation and external knowledge search.Originality/value The theoretical contribution of this study is to supplement the research on the consequences of management innovation and to improve the theoretical relationship between management innovation and external knowledge search based on firm behavior theory.

FEMALE IN MANAGER-OWNER TEAMS: DRIVERS OF INNOVATION AND FIRM PERFORMANCE IN MENA MARKETS

This study examines the relationship between women in pivotal organisational roles, innovation, and firm performance in the MENA region. It employs data from the World Bank Enterprise Survey (WBES) across six MENA countries to explore how female leadership, combined with managerial experience (ME), impacts innovation and firm performance. We employ the two-stage least square instrumental variable (2SLS-IV) regression method, which addresses potential biases caused by endogeneity and allows us to discern genuine causal relationships better. Our results indicate a positive influence of female leadership on innovation, although this effect diminishes with more excellent ME. Innovation remains a critical factor for firm performance in the MENA region. This research illuminates the multifaceted role of women in organisational leadership, underscoring their impact on innovation and firm performance, with implications for policymakers and business leaders globally.

Review of employees' bootleg innovation behavior

Innovation behavior is an important factor to help enterprises gain competitive advantage. Bootleg innovation, as a special form of enterprise innovation, is becoming more and more common in enterprises. Bootleg innovation means that individuals continue to carry out hidden innovation behaviors because they firmly believe that innovative ideas are beneficial to the organization. Relevant studies show that employees, leaders and organizational factors all have an impact on bootleg innovation. However, the effect of bootleg innovation has not been universally recognized. Studies show that bootleg innovation can improve the innovation performance of employees and organizations, but it may also lead to the decline of organizational efficiency. In this paper, the formation factors and effects of bootleg innovation are sorted out, hoping to provide reference for subsequent research.

Advancing Gender Equality in the Workplace: Challenges, Strategies, and the Way Forward

Gender inequality remains a pervasive issue in the modern workplace, manifesting in various forms, such as wage disparities, unequal promotion opportunities, and underrepresentation in leadership roles. This paper explores the complex factors contributing to gender inequality in the workplace, including gendered organisational structures, intersectional marginalisation, and gender stereotypes and biases. Drawing upon existing literature and research, the paper discusses potential strategies for addressing these challenges, such as implementing diversity and inclusion initiatives, closing the gender pay gap, promoting work-life balance, fostering inclusive leadership, and challenging gender biases. The paper argues that achieving gender equality requires a multi-faceted approach and sustained efforts from organisations, policymakers, and society. Furthermore, promoting gender equality is a matter of fairness and justice and contributes to enhanced organisational innovation, productivity, and financial performance. The paper concludes by emphasising the need for a long-term, collaborative effort to create an inclusive workplace environment where individuals of all genders can thrive and reach their full potential.

A game study on the impact of employees’ deviant innovation behaviors on firms’ organizational innovation performance

Organizational innovation performance is considered to be the key to maintaining competitiveness and achieving sustainable development in modern enterprises. Deviant innovation refers to that employees improve their working methods without the permission of the organization, break through the constraints of existing rules and achieve high performance. Additionally, Deviant innovation behavior can also stimulate the enthusiasm of other members of the organization. In order to study the evolutionary game rules of strategic interaction between enterprises and employees in the process of deviant innovation, this paper constructs a 2*2 asymmetric payoff matrix, and uses numerical simulation to show the influence of different values of decision parameters and changes of initial conditions on the evolutionary results. The research reveals that the interaction game between employees’ deviant innovation behavior and enterprise enhancement of organizational innovation performance is a complex and significant topic. It is found that when enterprises actively improve organizational innovation performance and employees implement deviant innovation behavior, both sides engage in positive game interactions, maximizing enterprise benefits. However, when enterprises passively enhance organizational innovation performance but employees engage in deviant innovation behavior, it may lead to conflicts between the two parties. The research findings provide relevant strategies for employees to correctly implement deviant innovation behavior and for enterprises to enhance organizational innovation performance.

Exploration of the Relationship between Organizational Culture and Its Performance in the Bangladeshi Microfinance Sector with Organizational Innovation as a Mediating Factor

This study aims to explore the relationship between organizational culture and organizational performance, whereas organizational innovation is focused on as a mediating variable in the microfinance organization in Bangladesh. The current study looks at organizational culture, covering mission, employee involvement, and adaptability. Organizational performance is defined by four variables: productivity, effectiveness, efficiency, and quality, while organizational innovation is determined by four variables: innovation strategy, intellectual capital, new process development, and new product development. The study used a self-administered questionnaire using a five-point Likert scale. The data were collected from 300 middle and senior managers and considered Bangladesh's top fifty microfinance organizations. The hypotheses and connections between the constructs were empirically tested using structural equation modeling (SEM) along with the partial least squares (PLS) approach. The findings indicate that organizational culture positively affects organizational innovation and firm performance. Organizational innovation has a strong positive impact on organizational performance. On the other hand, organizational innovation mediates the indirect relationship between organizational culture and performance. The study's findings indicate that executives, entrepreneurs, and policy developers should focus on business culture and organizational innovation in addition to increasing efficiency and maintaining a competitive advantage.

Research on the Influence Mechanism of Artificial Intelligence Capability on Ambidextrous Innovation

With the continuous development and widespread adoption of artificial intelligence (AI) technology, enterprises have realized the importance of possessing artificial intelligence capabilities to enhance organizational performance. However, there is still a relative lack of empirical research on how to build AI capabilities, and how AI capabilities impact organizational innovation performance. Based on the resource-based theory, this study constructs a conceptual model of “AI Capabilities - Organizational Response (Organizational Learning and Organizational Agility) - Ambidextrous Innovation”, exploring the direct impact of AI capabilities on ambidextrous innovation, and the mediating effects of organizational learning and organizational agility, also the moderating role of digital strategy in this linkage. With data from 253 survey questionnaires of Chinese enterprises, the results indicate that: first, AI capabilities have a significantly positive impact on organizational ambidextrous innovation; second, organizations with high levels of organizational learning ability and agility can better leverage AI capabilities to promote the development of ambidextrous innovation; Thirdly, digital strategy has played an active role in regulating the influence path of two-way innovation within the organization and provided sufficient boundary conditions; fourth, The data capability, technological capability, and fundamental resource capability of AI capabilities have differentiating effects on exploratory and exploitative innovations. The findings of this research hold significant theoretical and managerial value for understanding the driving mechanisms of organizational innovation performance in the era of AI.

Closing the Innovation Performance Gap: Open Innovation in Military Bureaucracies

This article explores the effects of open innovation on innovation performance in military bureaucracies. While the understanding of how bureaucratic organizations can benefit from open innovation is still limited, this study discovered that open innovation can have a negative effect on innovation performance. However, leveraging an innovative culture can lead to improved innovation performance in organizations characterized by high levels of structure and hierarchy, especially those where secrecy and security are of vital importance.