Organizational Innovativeness Research Articles

Team Building in Organizations: Benefit and Challenge - A Review

Team building has today become a key business strategy been utilized by organizations to develop employees competencies, workplace experience, and a cohesive productive workforce that has the capacity to help organizations provide solutions to their numerous challenges. This paper examines the concept of teambuilding, and explored literature to discover whether teambuilding contributes to organizations positive outcomes that promotes productivity, enhanced performance, and competitive advantage. The paper observed that organizations are embracing teambuilding to achieve high levels of both task performance and human resources maintenance, as well as to stimulate and promote better organizational productivity and innovativeness. The paper identifies encouragement of creativity and innovation, open communication, and increased collaborations as some benefits of teambuilding. It also identified lack of trust, lack of self-awareness, poor communication and working toward opposing goals as some major challenges confronting teambuilding activities. The paper concluded that teambuilding promotes increased collaborations, improve employees morale, encourage creativity and innovation in organizations, and also as an effective way of developing employee competencies to meet customers growing needs and changing expectations. It is recommended that organizations should provide teambuilding activities that fit them, and that help to bring team members together. Organizations should also provide right climate and essential resources needed by teams to carry out assigned tasks if the teams are to succeed. Organizations should set up a well define process that help them identify right people with requisite competencies who fit in to a team. Additionally, management should communicate the core values expected from the teams to them so that they will be rightfully guides on how they are to accomplish given tasks

An overview on employee innovation behavior

Purpose: This article presents a review of recent research on factors that influence employee innovation behavior at the workplace. From the review of existing studies, this paper defines the concept of employee innovation behavior, explaining why these behaviors are so important for organizations and discusses the determinants of innovation behavior. Design/Methodology, based on a literature search on 15 peer-reviewed journals published during the period 2014-2021 and other relevant materials, it summarizes and discusses individual characteristics, employee competency and organizational level factors that have been found to influence innovativeness in organizations. Conclusion: Innovation has been recognized as one of the main strategies for organizations to remain competitive in today’s competitive economy. Employees’ innovation behavior is the key driver for organizational-wide innovation. Innovation behavior is the production of usable products, processes, or services originating from identifying problems to generating ideas. From the review of existing studies, this paper defines the concept of employee innovation behavior, explaining why these behaviors are so important for organizations and discusses the determinants of innovation behavior.

Innovation, Awareness and Readiness for Climate Action in the Energy Sector of an Emerging Economy: The Case of Kenya

The public sector plays a pivotal role in setting the pace for climate action innovation through policy development and inter-organization collaborations for sustainable energy solutions. There is generally a lack of a proper understanding of innovation in the public sector compared to the private sector, with the public sector being considered slow, bureaucratic adopters of innovation. This study investigated the understanding and approach to innovation in public energy organizations, determining if and how these organizations innovate and their ability to innovate, especially towards climate action, in Kenya while comparing them with Iceland, a developed economy with equivalent geothermal energy potential. A questionnaire survey was conducted in public energy organizations in Kenya and Iceland. Statistical analysis was used to validate and evaluate the collected data. The study findings revealed that innovation collaboration systems in organizations positively predicted the employees’ innovation awareness, confirming that energy sector innovations shall require public–private sector collaboration in developing innovative, incremental, and disruptive energy solutions. Employee knowledge and skills, on the other hand, were found not to be a predictor of an organization’s innovation awareness. Furthermore, employees’ motivation to innovate, as well as organizational innovation strategy, management structure and leadership, were found to positively predict an organization’s readiness to innovate. Finally, the Kenyan energy sector was benchmarked against the Icelandic energy sector indicating some noteworthy differences in the prioritization of energy sector climate action initiatives, with most organizations identifying themselves as innovation generators and innovation adopters and the least being innovation imitators, showing the organizations’ commitment to developing new technologies, markets and policies towards sustainable energy solutions.

Entrepreneurial leadership behaviour of primary school principals across Europe: a comparative study

PurposeTo improve school organisational performance and innovativeness, and meet diverse student needs, school leaders should be innovative, risk-takers and proactive, thus applying entrepreneurial practices/strategies and market mechanisms. This study aims to investigate, from a schoolteacher's perspective, the degree of entrepreneurial leadership behaviour (ELB) applied by school principals in European primary schools. Given that school autonomy is perceived as an important predictor of leaders' entrepreneurship, this study investigates the impact of educational macro (autonomy and accountability) and micro (demographics) contexts on ELB by comparing centralised and decentralised European school systems with the highly centralised Greek school system.Design/methodology/approachThis comparative study was conducted in Greece (630 participants) and in 14 European countries (972 participants). Thornberry's Entrepreneurial Leadership Questionnaire was used, comprising general entrepreneurial leader (GEL), miner (MIN), accelerator (ACC), explorer (EXP) and integrator (INT) behaviours.FindingsThe results revealed that ELB is a multi-dimensional concept, and that all participating teachers perceived ELB application moderately, with more focus on the internal (than external) school environment. Furthermore, the dual-directional macro-contextual influence found in applying ELB indicates that high school autonomy and accountability activate ELB owing to the school's freedom to engage in entrepreneurial ventures, while low autonomy/accountability still activates ELB, but only for organisational survival within hierarchical-bureaucratic school environments. This feature differentiates “intrapreneur/intrepreneur” from “entrepreneur” school principals.Originality/valueThe theoretical basis of entrepreneurial leadership (EL) in education should include entrepreneurial multi-dimensional leadership aspects (competencies, behaviours, skills) and educational context (macro and micro). Implications for school leadership research and practice are also discussed.

Intergenerational family farm leadership, organizational innovativeness, and resiliency

ABSTRACT Family farms are central to the American agricultural economy and vital inputs to the prosperity and sustainably of rural communities. Yet, the resiliency of these farms is threatened by uncertainties associated with intergenerational leadership succession. The current study used a set of theoretical constructs from Rogers’s (2003) Innovation Diffusion Model (centralization, formalization, interconnectedness, organizational slack, size) to guide a qualitative exploration of the implications of intergenerational leadership dynamics on the organizational innovativeness of six family farms in California’s San Joaquin Valley. Three themes emerged across all six farms that bring nuance and complexity to the understanding of organizational innovativeness and intergenerational leadership dynamics within family farms. The themes together reveal the importance of routine ingenuity, the honoring of legacy, and conservative innovation on the longer-term resiliency of intergenerational family farms and the community systems in which they are positioned.

Translating Transformational Leadership and Organizational Innovativeness Into Creative Customer Behavior: Underlying Processes and Boundary Conditions

This study investigates the mediating roles of customer engagement and customer depletion as well as the moderating role of an innovative climate on the relationship between organizational innovativeness generated from transformational leadership and creative customer behavior in the hospitality industry. A multilevel path analysis is conducted using a data set comprising 62 managers, 269 employees, and 681 customers from a South Korean restaurant chain. The findings show that transformational leadership in restaurants increases organizational innovativeness, which indirectly influences creative customer behavior through customer engagement and depletion. An innovative climate also moderates these causal relationships. This study integrates the service-dominant logic framework into research on innovation and creativity to better understand the role and impact of customers in cultivating innovation and creativity.

Correction: The interplay of organisational culture, transformational leadership and organisation innovativeness: Evidence from India

Correction: The interplay of organisational culture, transformational leadership and organisation innovativeness: Evidence from India

Perceived organizational support for innovation and its impact on employee work commitment among healthcare workers in Riyadh, Saudi Arabia

Background: The Support Theory for Organizations asserts that an organization can only experience growth when its employees feel accepted and have access to opportunities for change. The behavior of organizations towards change can either be accepting or resistant. When an organization adopts an innovative support strategy, it encourages positive employee behavior and creativity, in addition to practicing transformational leadership styles. Commitment, the state of being dedicated to work or action, is a fundamental theory for a thriving workplace environment. Objective: This study aimed to determine the relationship between leader perception of innovation acceptance and employee work commitment among healthcare providers in multi-centers in Riyadh, Saudi Arabia. Methods: This was a cross-sectional study conducted in 2019. Data were collected using Perceived Organization Innovativeness Scale and the Employee Engagement Questionnaire to measure leader innovativeness perception and employee work commitment. Convenience sampling was carried out in eight departments, and the data were analyzed using IBM SPSS version 23 for descriptive data analysis and ANOVA. Results: The result was not significant enough to reach a proven level (p <0.05). However, the leaders who participated in the study had a moderate to high perception of innovation, and 51% of the employees had an above-average commitment score. Conclusion: The study concluded that leaders' behavior towards innovation may enhance employees' work productivity. However, a well-structured multicentric project should be conducted to assess this theory further.

Knowledge Management, Organizational Innovativeness, and Adversity Quotient on Institutional Performance of Local Economic Enterprises

This study attempted to assess the influence of knowledge management, organizational innovativeness, and adversity quotients manifested through the institutional performance. There are 221 local economic enterprise employees of the local government units in Bukidnon participated in the study, which employed a quantitative descriptive design, to evaluate the relationship between two or more variables as well as the multiple regression analysis in determining variables that predict institutional performance. Findings revealed that knowledge management, organizational innovativeness, and adversity quotient are predictors, positively correlated and have a statistically significant relationship to institutional performance. The overall predictive model is presented as follows; Institutional performance = 1.123 + 0.189*Ownership. The overall model tested was highly significant with F = 3.654, p=.000. The regression model further discloses that for every unit change in ownership, there is a corresponding increase by .189 of the institutional performance. Based on this result, the null hypothesis is rejected. The independent variable, taken as a whole, can predict the institutional performance of the local economic enterprise employees. The data implies that the higher level of ownership in adverse situations of the local economic enterprise employees, the more they have performed well in their institutional performance. Therefore, one of the practical implications of this result in the management of organizational innovation processes is that to manage the innovation process effectively, owners and, or managers need to understand knowledge management and innovativeness factors that affect different innovation types in their institutional performance.

Does resource bricolage foster SMEs' competitive advantage and financial performance? A resource‐based perspective

AbstractSmall and medium‐sized enterprises (SMEs) in emerging economies strive to achieve and sustain their financial and competitive positions in a dynamic resource‐constrained environment. The concept of resource bricolage has received little attention in the literature on emerging economies. To fill this gap, we draw perspectives from the resource‐based view to examine the impact of resource bricolage on the competitive advantage and financial performance of SMEs in Pakistan. We argue that organizational innovativeness functions as a mediator in the relationship between resource bricolage, financial performance, and competitive advantage, while entrepreneurial orientation simultaneously moderates the relationship between resource bricolage and organizational innovativeness. We collected data from 398 SMEs in Pakistan and analyzed these relationships using the partial least squares method. Our results suggest that resource bricolage effectively promotes the financial performance of SMEs and helps them gain a competitive advantage. The relationship is mediated by organizational innovativeness, which accelerates financial performance and competitive advantage. Entrepreneurial orientation moderates the resource bricolage–organizational innovativeness relationship, but it is only effective when a high level of resource bricolage is in place. Our study suggests that SMEs operating under similar socioeconomic environments must efficiently focus on resources embedded in the firm and utilize them to achieve competitive advantage and enhance financial performance. Our study highlights the critical need for research on organizational innovativeness in emerging contexts and proposes significant theoretical and managerial implications.

The interplay of organisational culture, transformational leadership and organisation innovativeness: Evidence from India

The interplay of organisational culture, transformational leadership and organisation innovativeness: Evidence from India

RE-CONCEPTUALISING THE RELATIONSHIP BETWEEN SHARED LEADERSHIP AND PROJECT SUCCESS: TESTING A MODERATED-MEDIATION MODEL USING PLS APPROACH

This study explores the impact of shared leadership on project success through the role of organisational innovativeness (OI) as mediator and knowledge sharing as moderator. Data were collected from a sample of 202 project directors, engineers and managers working in project-based organisations across Pakistan through a structured questionnaire. The target sample was approached through LinkedIn. Partial least structure equation modelling technique was used for the data analysis. The study finds a significant positive association between shared leadership and project success. The mediating role of OI between shared leadership and project success was also supported by the results. However, knowledge sharing did not mediate the relationship between shared leadership and project success. The findings of this study imply that shared leadership shows an imperative role in dealing with complex situations and critical decision-making circumstances that arise during the project execution directly as well as through the intervening mechanism of OI towards project success. This study significantly contributes to facilitating academician and researchers to further investigate the role of human factors toward project success. In addition, this study has significant implications for practitioners in facilitating them to increase the chances of project success in an efficient manner.

“More than meets the eye”: Unveiling the full potential of creative workspaces in modern organizations

Providing adequate workspaces for employees is now considered crucial for organizational innovativeness in light of evidence that the work environment influences creative behavior. It is unsurprising, then, that companies increasingly seek to implement modern workspace designs based on what is often referred to as “New Work” to support employee creativity. However, designing, planning, and implementing a modern and creative workspace is highly complex. Existing studies report the multiplicity and interplay of organizational variables affected by such changes at the level of the individual employee (e.g., creativity), the team (e.g., communication) and the organization (e.g., culture). To explore whether and how organizational changemakers take account of these variables when designing creative workspaces, we interviewed 20 experts from companies that have recently implemented creative workspace designs and asked them about the objectives and consequences of their new workspace designs. On comparing their answers to findings reported in the existing literature, we found that these organizations were not fully aware of the organizational impact of such changes and failed to consider creativity enhancement as an explicit goal. Concluding that much of the potential of modern workspace design remains untapped, we propose avenues for further research.

Organizational Ecology and Its Implications on Organizational Ecological Innovation

This study has the objective to analyze the implications of the organizational ecology on organizational ecological innovation from the assumption that the theoretical and conceptual framework of organizational ecology is positively associates with ecological innovation in organizations. The method employed is the analytical and reflective based on the theoretical and conceptual literature review. It is concluded that major organizational ecological innovations leading to technical changes are pioneered by entrepreneurial organizations shedding light on the positive relationships between the concepts and theories of organizational ecology and the competing mechanisms posited in the results of the organizational innovative ecology.

Leveraging new business innovation for strategic renewal: An organizational framework for strategic corporate venturing

To adapt their competitive advantages for successful strategic renewal, established companies must apply suitable innovation activities. One way to achieve this is the establishment of corporate venturing units that create organizationally consequential new business innovation for their parent company. However, the understanding of the distinctive organizational characteristics for such strategic corporate venturing is limited. To address this gap, our abductive study develops a conceptual organizational framework by linking key concepts of strategic renewal with corporate venturing. This framework is subsequently compared with insights emerging from the qualitative data of 29 corporate venturing units. This comparison allows us to define six types of units with different possible roles for the strategic renewal of the parent company, and a final exploratory organizational framework with distinctive organizational characteristics for strategic corporate venturing. These include a set of dynamic capabilities with corresponding resources as possible enablers for a planned innovation logic that requires interlinked‐ambidextrous structures. These findings provide a foundation for an empirical model of strategic corporate venturing, as well as novel insights for establishing dynamic capabilities and ambidexterity within interlinked organizational entities. Practitioners can build on these findings to leverage corporate venturing units as a systematic and organized innovation activity for strategic renewal.

Seeming Ethical Makes You Attractive: Unraveling How Ethical Perceptions of AI in Hiring Impacts Organizational Innovativeness and Attractiveness

Seeming Ethical Makes You Attractive: Unraveling How Ethical Perceptions of AI in Hiring Impacts Organizational Innovativeness and Attractiveness

Adaptation and Validation of Responsible Innovation Practices Scale for Innovativeness and Competitiveness of Pharmaceutical Companies in Pakistan

The primary goal of this study was to examine the factor structure and psychometric properties of the adapted 5-Dimensional Responsible Innovation Practices Scale (5DRIPS) with identical measures and related outcomes, such as organizational innovativeness and competitiveness. This scale is designed to measure the responsible innovation practices of organizations aiming to achieve greater societal good in close consultation with the stakeholders. A group of academicians and industry experts established the face and content validity of the 5DRIPS. In a two-wave field survey, data were obtained from a randomized sample of 297 pharmaceutical managers approached conveniently. Results supported that 5DRIPS has excellent internal consistency, factor structure, and convergent, criterion, and discriminant validities. The scale significantly predicted organizational outcomes in terms of innovativeness and competitiveness. The mediation mechanism exhibited that all five dimensions of 5DRIPS significantly improved organizational innovativeness, which in turn enhanced organizational competitiveness. Implications of these findings are discussed. We suggest using 5DRIPS as a reliable and valid measure of responsible innovation practices in pharmaceutical organizations. It can also be applied in other small, medium, and large-scale manufacturing organizations.

Multilevel outcomes of creativity in organizations: An integrative review and agenda for future research

SummaryEmployee creativity is critical for an organization's innovativeness and survival in today's competitive business environment. As such, scholars have devoted significant attention to the predictors of employee creativity, seeking to understand how to best increase employees' creative output. However, employee creativity may not always translate into organizational innovation and performance. In fact, employee creativity may result in various outcomes for creative individuals, their coworkers, teams, and organizations. While there have been several integrative reviews on the antecedents of creativity, an in‐depth review of the outcomes of creativity is still needed to gain a holistic understanding of the benefits and costs of employee creativity and identify fruitful areas for future research. Thus, we aim to provide a comprehensive multilevel examination of the theories, methods, and creativity‐related constructs used to examine the outcomes of creativity. We also provide several theoretical and empirical opportunities for future research. This review may provide managers with knowledge of the pros and cons of employee creativity, enabling them to make informed decisions on how to better manage employee creativity.

School Principals’ Leadership Styles and Organizational Climate Toward Innovative Leadership Program

This paper assessed the relationship between principal leadership style and school climate using Multifactorial Leadership and School Climate Questionnaires. The theoretical framework of this research comes from leadership style theory. The author surveyed 400 middle managers from 20 colleges and universities in the university town of China and used structural equation modelling for empirical analysis. Based on the findings, principal leadership has an impact on four dimensions of school climate (faculty leadership, academic climate, teacher professionalism, and institutional vulnerability) It is therefore recommended to use a larger sample of administrators from multiple school districts to see whether similar findings will occur. Educational leaders must recognize the impact of the principal's leadership behavior on the school's organizational atmosphere which would help create a learning school atmosphere that is conducive to school development. Currently, all students are under increasing pressure at the national, state, and local levels to perform to higher standards. Thus, there is an increasing demand for teachers and principals to improve the school climate.

Adaptation and Validation of Responsible Innovation Practices Scale for Innovativeness and Competitiveness of Pharmaceutical Companies in Pakistan

The primary goal of this study was to examine the factor structure and psychometric properties of the adapted 5-Dimensional Responsible Innovation Practices Scale (5DRIPS) with identical measures and related outcomes, such as organizational innovativeness and competitiveness. This scale is designed to measure the responsible innovation practices of organizations aiming to achieve greater societal good in close consultation with the stakeholders. A group of academicians and industry experts established the face and content validity of the 5DRIPS. In a two-wave field survey, data were obtained from a randomized sample of 297 pharmaceutical managers approached conveniently. Results supported that 5DRIPS has excellent internal consistency, factor structure, and convergent, criterion, and discriminant validities. The scale significantly predicted organizational outcomes in terms of innovativeness and competitiveness. The mediation mechanism exhibited that all five dimensions of 5DRIPS significantly improved organizational innovativeness, which in turn enhanced organizational competitiveness. Implications of these findings are discussed. We suggest using 5DRIPS as a reliable and valid measure of responsible innovation practices in pharmaceutical organizations. It can also be applied in other small, medium, and large-scale manufacturing organizations.