Organizational Innovation Research Articles

Understanding the Relationship Between Organizational Resilience and Innovation: A Meta-Analysis

Understanding the Relationship Between Organizational Resilience and Innovation: A Meta-Analysis

How and When Would Organizational Size Influence Open Innovation? A Meta-Analysis

How and When Would Organizational Size Influence Open Innovation? A Meta-Analysis

Organisational Structure and Product Innovation: A Cross-Cultural Moderated Mediation Analysis

Organisational Structure and Product Innovation: A Cross-Cultural Moderated Mediation Analysis

Exploring Individual Foresight: Implications for Organisational Learning and Innovation in Firms

Exploring Individual Foresight: Implications for Organisational Learning and Innovation in Firms

CAN ESG PERFORMANCE DRIVE FIRM INNOVATION? THE MEDIATING ROLE OF AI ADOPTION AND DIGITAL TRANSFORMATION — EVIDENCE FROM CHINA

The effectiveness of Environmental, Social, and Governance (ESG) on corporate performance is an area of growing interest with significant practical implications. However, the role of ESG in fostering corporate innovation has received limited attention, and the mechanisms through which ESG factors influence innovation performance remain inadequately understood. This paper empirically investigates the impact and mechanisms of ESG performance on corporate innovation capabilities using a sample of Chinese A-share listed companies from 2010 to 2021. The results indicate that ESG performance significantly enhances corporate innovation capacity, mediated by the degree of artificial intelligence (AI) adoption and digital transformation. By employing the concept of organisational innovation, this study elucidates the mechanisms of ESG factors on innovation performance, addressing a significant gap in the existing research. The findings offer valuable insights for enterprises aiming to improve their competitive advantage and provide a crucial foundation for policymakers seeking to enhance corporate innovation through targeted reforms.

The coevolution of corporate capabilities in intellectual property management and technological innovation

PurposeIn this study, we investigate how capability in managing intellectual property may be treated as a type of “dynamic capability,” and we seek to understand how, when it is linked to the new technology development capability of a complex technological organization, these two types of dynamic capabilities may coevolve.Design/methodology/approachWe conducted a longitudinal empirical case study of Airbus, incorporating an abductive research methodology that required investigating theory and empirical data concurrently and iteratively. The data, ranging over a period of two decades from 2000 to 2021, was collected from four different sources, including interviews, internal company documents, publicly available information and patent data.FindingsOur main findings are that the capabilities and roles of the Intellectual Property function in Airbus and their interaction with the company's Technology function have indeed influenced the overall innovation strategy of the organization, and that three coevolutionary phases may be identified in the interactive development of the two functions.Research limitations/implicationsOur investigation into how new technology development and intellectual property (IP) management capabilities coevolve within complex technological organizations, exemplified by Airbus, provides significant theoretical and practical implications. Theoretically, it enhances understanding of capability co-development dynamics in complex organizations, particularly in strategic IP management. Practically, it suggests aligning IP strategy with overall corporate objectives and optimizing organizational structures to promote collaboration and efficiency across IP and technology teams. This alignment may foster innovation, maximize the value of intellectual assets and strengthen collaborations, positioning organizations for long-term success in competitive landscapes.Originality/valueThis study makes a fresh contribution to the innovation studies literature by showing how if intellectual property management is treated as a core function of a complex technological organization – rather than simply as a vehicle for protecting new inventions and products after the fact or simply as a constituent part of the organization's legal function – it may contribute proactively to the organization's technological innovation performance. We also address the current gap in the academic literature for a clear understanding of the processes by which different function-specific dynamic capabilities may coevolve in a complex organization operating as part of a dynamic and complex adaptive system.

Employee innovation performance: Exploring non-standard service relationships, psychological contracts, and knowledge sharing in green manufacturing industry development

Background: In the context of organizational innovation frameworks, knowledge plays a crucial role in sparking new ideas and bolstering innovation capabilities. Insights gathered from various sources can act as a catalyst for generating fresh concepts and pushing boundaries. Moreover, the effectiveness of innovation within an organization can be influenced by factors like employee retention and strategies in human resource management, which can either enhance or hinder the correlation between knowledge accumulation and innovation outcomes. The employee innovation performance involves a series of tasks carried out by individuals who not only possess knowledge and skills but also demonstrate consistency, active involvement in decision-making, intrinsic motivation, and a flair for innovation. Objective: This study endeavors to provide valuable insights into how non-standard service relationships, psychological contracts, and knowledge sharing practices can collectively impact and drive innovation in the green manufacturing sector. Arrangement: In the investigation of employee innovation performance within the development of the green manufacturing industry, the focus will be on exploring non-standard service relationships, psychological contracts, and knowledge sharing. These three specific facets play a pivotal role in shaping the innovation landscape in organizations operating within the realm of sustainable manufacturing. The arrangement of this study will begin by examining the impact of non-standard service relationships on employee innovation performance. By dissecting unconventional service models and their correlation with innovation behaviors, we aim to uncover novel insights that can fuel sustainable innovation practices in the green manufacturing sector. Method: The study adopts a quantitative methodology to collect data, concentrating on a group of employees across eight distinct outsourcing firms. This selection results in a comprehensive sample of 299 participants. For the analysis and manipulation of the data, the research utilizes Sructural Equation Modeling (SEM) based on Partial Least Squares (PLS) software. This choice facilitates a meticulous and structured analysis of the data gathered, ensuring precision in the research findings. Results: The research findings reveal a significant and positive influence of psychological contracts on the propensity for knowledge sharing among employees. This suggests that organizations that emphasize establishing strong psychological contracts are likely to nurture a work environment conducive to the free exchange of knowledge and ideas, thus promoting a culture of collaboration and continuous improvement. Additionally, the data points to a noteworthy positive correlation between the act of knowledge sharing and the ability of an organization to offer unique, non-standard services. This underscores the role of knowledge sharing as a catalyst for innovation, indicating that organizations encouraging such exchanges are in a better position to innovate and provide services that adapt to the changing demands of customers and stakeholders. Conclusion: The research underscores the critical but nuanced role of knowledge sharing in driving employee innovation, especially when contrasted with its pronounced impact on developing non-standard services. It highlights the necessity for organizations to create environments conducive to the free exchange of ideas, fostering innovation. The findings also reveal the significant influence of innovative service offerings and strong psychological contracts on boosting employee creativity and service quality, respectively. For the green manufacturing sector, these insights stress the importance of robust psychological contracts and an innovation-centric culture. Emphasizing trust, open communication, and mutual respect, alongside strategies that promote innovation and recognize employee contributions, can elevate service quality, spur sustainable growth, and secure a competitive market position. This not only advances the organization but also supports wider environmental and sustainability objectives. Contribution: This research enriches the academic and practical understanding of how knowledge sharing, psychological contracts, and an innovation-driven culture can collectively bolster organizational performance, especially within the context of green manufacturing, thereby contributing to the sustainability and innovation discourse.

Exploring The Use Of Knowledge-Based View In Accounting And The Business Environment

This paper aims to explore the benefits of a knowledge-based view in accounting practices and the business environment. The goal is to explain why the knowledge-based view can provide insight into the importance of knowledge management in the business environment. By using a literature review approach, we try to study previous research related to knowledge-based view theory in accounting practices and the business environment. The results show that KBV has proven its value in accounting practice by providing a better understanding of how organizational knowledge and expertise can be a source of competitive advantage, and lead to innovation in organizations more widely. This study contributes to the literature to explain why the usefulness of the knowledge-based view is important for explaining organizational innovation including in accounting practices and the business environment.

When is organisational resizing helpful or harmful for innovation outputs?

Research on the effect of changing staffing levels (i.e. resizing) on organisational innovation has generated mixed and often contradictory results. Recent research has attempted to reconcile such inconsistencies by showing that this effect on innovation depends on the firm’s staffing level prior to downsizing. Since firms seek to downsize as well as upsize their staffing levels, the effect of resizing (downsizing and upsizing) on innovation and the magnitude of such effect is still unknown. Using a longitudinal dataset of UK firms, we examine the effect of resizing on innovation outputs and its magnitude in resource-rich and resource-constrained firms. Our results suggest that upsizing in resource-constrained firms and downsizing in resource-rich firms is helpful for innovation, whereas upsizing in resource-rich and downsizing in resource-constrained firms have the reverse effect. Compared with resource-rich firms, the effect of resizing on innovation outputs is more pronounced in resource-constrained firms. These results have several practical managerial implications.

Causal Model of the Airline Business’s Agility in Thailand

Background and Aims: The secret to Thailand's airline business's agility is its contribution to the industry's resilience and adaptability, which helps airlines react quickly to market shifts brought about by unanticipated disruptions, shifting regulations, and fluctuating demand. Airlines in Thailand can effectively navigate obstacles, seize new opportunities, and maintain long-term growth and profitability in a competitive and dynamic industry landscape by improving their agility. Thus, the objectives of this study aim to 1) study the causal factors between digital transformational leadership, E-HRM Practices, E-business proactiveness, innovation capabilities, and organizational agility. Methodology: It employed a quantitative design by distributing questionnaires and using quota random sampling to 400 executives and airline staff from six airlines in Thailand. Data was analysed by applying Structural Equation Modeling: SEM. Results: The findings showed that digital transformation leadership has a direct positive influence on innovation capabilities and organizational agility; E-HRM Practices have a direct positive influence on organizational agility; E-business proactiveness has a direct positive influence on innovation capabilities and organizational agility and innovation capabilities has a direct positive influence on organizational agility. Meanwhile, E-HRM Practices have no direct positive influence on innovation capabilities. Based on the findings, e-business proactiveness, and innovation capabilities are the most influential factors in organizational agility. Conclusion: This study recommends that airline management make an improvement in manpower training and streamline innovation capabilities in their organizations.

The role of artificial intelligence in supporting organizational innovation: an analytical study of the opinions of a sample of employees at Raban Al Safina Company for Electrical and Engineering Industries

The role of artificial intelligence in supporting organizational innovation: an analytical study of the opinions of a sample of employees at Raban Al Safina Company for Electrical and Engineering Industries

Organization innovation practices, talent management and research and development effectiveness: Basis for talent driven innovation framework

Organization innovation practices, talent management and research and development effectiveness: Basis for talent driven innovation framework

The impact of social and economic aspects of human resource management on the innovative capabilities of the organization

Aim. The aim was to investigate the effects of social and economic aspects of human resource management to identify the necessary components, methods and their combination that form innovative capabilities in the organization.Objectives. To identify which methods of the economic or social aspect of human resource management have a greater impact on the innovative capabilities of the organization, as well as to determine the degree of development of these aspects in the organization to form the innovative capabilities of the organization.Methods. The study was conducted on the basis of a sociological survey based on 980 observations, the confirmation of hypotheses was based on the random effects model "within-intercept" to investigate not only fixed or internal effects, in which variables change over time, but also intermediate effects, in which variables do not change over time.Results. The following results were obtained in the study. First, organizational innovation capability is more strongly influenced by social aspects compared to economic aspects of human resource management. Second, there is no maximizing effect of the methods of the two aspects if they are applied equally. Third, the effects of social aspects are stronger as economic aspects of human resource management are introduced.Conclusions. The effects of the economic aspect of human resource management do not have an independent effect on the innovation capability of an organization. Therefore, increasing the level and complexity of economic methods of human resource management may be redundant or not necessary, for the formation of innovative capabilities of the organization. But social aspects of human resources management are not self-sufficient, rather economic aspects should be applied as a supplement to the social aspect of management. The degree of development of economic and social aspects in the organization is important, they should be coordinated and at a high level of development, only then there is a stimulating synergetic effect on the development of innovative capabilities of the organization. The conducted research contributes to the understanding of what aspects should be the basis of human resource management for the formation and increase of innovative capabilities of the organization.

Is Google driving us dumb? The introspective looping

Creativity is a key source of strategic advantage in nowadays knowledge-based society. However, reactive paradigms still dominate innovation theory: solutions follow well-known problems. But triggering radical innovation requires proactive creativity, implying using information to constantly find new problems to solve. Led by Google, personalization strategies use algorithms to obtain filtered information, meeting particular users’ expected preferences. This phenomenon, largely neglected by management research and practice, has received substantial criticism, around the concerns that it impoverishes social discourse, slows down human brain thinking capability, and eventually reduces creativity and innovation potential. Indeed, research has confirmed the positive impact that exposure to numerous and divergent external stimuli has on individual creativity. Thought-provoking questions emerge: Will customized search outputs affect companies’ competitive capabilities? If personalized search results reduce the diversity and overall wealth of stimuli received, will creativity and innovation in organizations be diminished? How can managers prevent this potentially dangerous process?

You can’t win with them all. The impact of organizational cultures of difference on the organizational quality of life

It is now widely recognised that a ‘good’ diversity management (DM) is crucial for promoting organisational innovation and well-being. However, recent evidence shows diversity management (DM) often doesn’t guarantee the desired results. We assumed DM could be hindered when the underlying organisational culture of difference (OCD) does not authentically legitimise diversity. Thus, OCD is the sediment of the organisational assumption about diversity that defines dynamics at a deep level and determines the everyday ‘field’ into which all DM proposals ‘land’. Assuming that only an OCD that authentically recognises diversity as an intrinsic worth can provide a positive impact through DM, we investigated the impact that different OCDs can have on the organisational quality of life. A total of 3.247 questionnaires were collected. Data were analysed in aggregate form using ANOVA and MANOVA through SPSS. Results supported our assumption: OCDs have a statistically significant impact on organisational quality of life; specifically, the ‘diversity-driven’ OCD has the most significant impact in promoting participation, innovation, commitment, and well-being. We conclude by discussing theoretical and practical implications, highlighting that when not adequately contextualised and supported by the OCD, DM may exacerbate the idea of diversity as an organisational disadvantage.

Study on the Impact of Employee Diversity and Inclusive Management on Organizational Prformance

Diversified and inclusive management is an important topic in the practice of employee management, which plays an important role in promoting the resource sharing and collaboration within the organization, and promoting the innovation and transformation of enterprise development. In management practice, the company pays attention to enterprise values and international advanced management experience combined with China's national conditions and excellent culture, pay attention to cultivate local market economy senior management personnel, create a harmonious and dynamic enterprise culture, enhance "' customer orientation, continuous innovation, talent development and pay attention to performance" is the company's four core competitiveness. Based on the theory of social exchange and psychological capital theory, this paper discusses the influence of employee diversification and inclusive management on organizational performance, and the research conclusion has certain reference value for improving the management level of enterprises, promoting organizational innovation and transformation development.

How does organizational support for innovation influence job crafting and knowledge sharing behaviors? A comparison between teleworkers and office workers

PurposeScholars highlight the lack of research that explains the mechanisms leading to knowledge sharing, which appears complex and involves many variables. The primary aim of this study is to investigate the direct effect of organizational support for innovation on job crafting behaviors and knowledge sharing. The second objective is to assess the mediating role of job crafting in the relationship between organizational support for innovation and knowledge sharing. The third aim is to compare the direct effects of organizational support for innovation on job crafting behaviors and knowledge sharing between teleworkers and office workers.Design/methodology/approachBased on an empirical study involving 193 teleworkers and 191 office workers, the structural equation modeling method was employed to examine the direct and indirect effects of organizational support for innovation on knowledge sharing via job crafting behaviors. The comparison between teleworkers and office workers was investigated using a multigroup approach in AMOS software. This research is grounded in the conservation of resources theory and social exchange theory to elucidate these relationships.FindingsThe results indicate that organizational support for innovation has a positive influence on job crafting activities, manifested by the increase in structural and social resources, as well as the amplification of work-related challenges. The results also indicate that organizational support for innovation directly promotes knowledge sharing behavior and indirectly through job crafting. Furthermore, the findings reveal that these effects on job crafting and knowledge sharing are stronger among teleworkers compared to office workers.Research limitations/implicationsThe study has limitations. Its cross-sectional design does not establish causality, potentially leading to common method variance. However, after implementing many procedural and performing statistical tests, common method variance was not significant in this research. Replicating the study longitudinally would be valuable. Additionally, considering personality traits and technology characteristics in job crafting behaviors would be beneficial. Lastly, the study focuses only on accountants and predates COVID-19, which may impact its findings and generalizability.Practical implicationsThe study’s findings underscore the practical significance of supporting innovation and fostering job crafting to enhance knowledge sharing, particularly for remote workers. It highlights that the extent of employees’ engagement in job crafting depends on the level of innovation support provided in their workplace. To mitigate potential negative outcomes such as increased absenteeism, reduced productivity and retention challenges, organizations could benefit from training supervisors to prioritize and encourage job crafting and knowledge sharing behaviors among employees, especially in telework settings. Ensuring alignment between organizational messaging and managerial attitudes is crucial. Without autonomy or flexibility for job crafting, the positive effects of organizational innovation support may be limited.Originality/valueThis study contributes to the literature by demonstrating that job crafting behaviors serves as mechanisms between organizational support for innovation and knowledge sharing. The findings further advance the literature by revealing three psychological and motivational processes that may explain this relationship, particularly when comparing teleworkers to office workers. Our results reveal that the effect of organizational support for innovation on job crafting and knowledge sharing is stronger among workers who telework compared to office workers. This advances the theory of conservation of resources, especially the significance of resource gains, particularly in contexts where employees need resources, such as in telework.

Benefits of Artificial Intelligence and its Innovation in Organizations

This article reviews the advances, benefits and contributions of artificial intelligence to business organizations, without ignoring the need for skilled human labor and talent that companies have always required and which is essential for the economic development of a company. The implementation of legal frameworks and regulations that will in turn address issues such as organizational privacy, cybersecurity and liability are important aspects to be addressed in this article. Thus, this paper focuses on the compilation of scientific articles, books and other texts in which important topics were evidenced such as (i). - Innovation and invention, (ii). - Big Data, (iii). -Implementation of artificial intelligence in organizations, and (iv). -legality and responsibility of decisions, likewise, it examines the legal challenges of AI and highlights that smart contracts are a technological innovation that allows secure, fast and low-risk transactions using blockchain technology, this is why the literature review aims to explore how technology, artificial intelligence and communication tools can facilitate the work of the population, decreasing the time spent on some activities

The influence of organisational learning ambidexterity on process innovation performance: the role of KM capability

ABSTRACT This study examined the relationship between organisational learning ambidexterity and process innovation in micro and small sized companies and the moderating role of Knowledge Management capability. Exploratory and exploitative learning were conceptualised as multi-dimensional constructs occurring at team and organisational level and as inter-organisational and intra-organisational processes. Regarding the organisational learning ambidexterity, the combined approach was used, which assumes that exploratory and exploitative learning are mutually supportive. Knowledge Management capability was based on three knowledge processes: knowledge acquisition, sharing, and application. Due to the relative lack of validated understanding of the organisational learning ambidexterity effects on process innovation, it contributes to the development of theory explaining this interaction and its effects. The results provide additional insights whether exploitative and exploratory learning are complementary. Finally, Knowledge Management capability plays an important role in the relationship between organisational learning ambidexterity and process innovation.

The role of boundary-spanning behaviour in enhancing individual innovation performance: a cross-level investigation

PurposeThis study aims to investigate the impact of team boundary-spanning behaviours (BSBs) on innovation performance at both individual and team levels. The study specifically focuses on the mediating effects of knowledge sharing and creative self-efficacy, as well as the boosting influence of perceived superior trust.Design/methodology/approachThis study employs a multi-level structural equation model to examine the data collected from 108 teams and 596 individuals. The aim is to investigate both the direct and indirect effects of BSBs on innovation.FindingsThe findings indicate that BSBs have a dual impact on innovation performance, both directly and indirectly through knowledge sharing and creative self-efficacy. Moreover, this impact is magnified by the perceived confidence from higher-ranking individuals.Practical implicationsThe study indicates that managers should cultivate boundary-spanning behaviours (BSBs) and create a trusting environment in order to promote innovation. Facilitating the dissemination of knowledge and enhancing one's belief in their ability to be creative are crucial tactics.Originality/valueThis study provides fresh perspectives on how the behaviours of a team impact the individual results of creativity, emphasising the crucial role of trust in amplifying the beneficial benefits of BSBs on innovation. This study enhances the existing knowledge in the field of organisational behaviour and innovation management by providing a comprehensive analysis of the specific ways in which BSBs influence innovation performance.