Organizational Innovation Climate Research Articles

An FsQCA Exploration of Multiple Paths to Sales Performance: Evidence from China

ABSTRACT Purpose Sales performance is one of the critical roles in boosting firm performance, making motivating salespeople a concern for many managers. However, few existing studies on sales performance improvement from the holistic perspective exist. Based on triadic reciprocal determinism, this paper explores the combinations of the factors that may influence sales performance. Methodology/approach Based on matching questionnaires from 154 salespeople and their supervisors, this paper employs fuzzy set qualitative comparative analysis (fsQCA) to delve into the inherent complexity of factors influencing sales performance. Findings The results revealed that a combination of personal (family motivation, challenge stress and hindrance stress), behavioral (adaptive selling behavior) and environmental factors (organizational innovation climate and business environment) determine sales performance. Specifically, three paths lead to high sales performance, and one path leads to non-high sales performance. Significantly, the path with an organizational innovation climate can explain high sales performance more effectively than other paths. Research implications This paper makes a valuable contribution to the literature on B2B sales literature by exploring triadic reciprocal determinism. To the best of our knowledge, this is the first fsQCA attempt to address sales performance based on Chinese samples. Practical implications This paper offers an essential basis for sales managers to plan sales strategies. The sales managers could refer to the three paths leading to high sales performance to achieve sales targets. Further, the one path leading to non-high sales performance should be avoided in strategy decision-making. Originality/value/contribution The paper examines different approaches to achieving high and non-high sales performance using the fsQCA method, which offers a unique and relevant perspective on B2B sales literature.

Fostering employees' innovative behavior: The importance of proactive personality and work-related flow

Employees' innovative behaviors (EIB) play a crucial role in driving enterprises' innovation and enabling them to adapt to the complex business environment. The purpose of this study is to examine the role of proactive personality in EIB, whereby a mediating effect of work-related flow is proposed in this relationship. The moderating effect of organizational innovation climate is also examined on the indirect of proactive personality on EIB through work-related flow. With purposive sampling, a questionnaire survey was conducted on front-line employees of two digital cultural and creative industrial parks in Southwest China. A total of 279 valid questionnaires were used for hypothesis verification. The findings indicate that employees' proactive personality has a significant positive effect on EIB. Employees with a proactive personality are more likely to experience work-related flow, which in turn promotes their EIB. However, we did not find evidence of the organizational innovation climate moderating the relationship between proactive personality and EIB.

Bridging the innovation gap: Why organizational climate matters for leveraging innovation from supply networks

AbstractRecent studies have provided empirical evidence that innovation performance is related to the way a firm is embedded in its supply network, specifically the centrality of its network position, but it remains unclear why some firms can use inputs from suppliers better than others, despite having comparable structural characteristics in their supply networks. Drawing on theories of social networks and organizational climate, this study examines the role of buying firms' organizational climate for innovation. It uses several structured and unstructured datasets for S&P 500 firms and applies count regression models to test hypotheses. Supply network data from FactSet were analyzed to determine the degree centrality of a buying firm. Computer‐aided content analysis was used to capture the organizational climate of buying firms based on online employee reviews collected from Glassdoor. The results suggest a positive relationship between the degree centrality and the innovation performance of buying firms. Moreover, certain facets of the organizational climate related to learning, including rewards and career progress, as well as work pressure management, affect the link between the degree centrality of a buying firm and its innovation performance. In conclusion, this study enhances the understanding of the connection between supply networks and innovation. It highlights the crucial role of a firm‐level factor, specifically the influential facets of organizational climate for learning, in determining innovation performance.

Effects of organizational innovative climate within organizations: The roles of Managers' proactive goal regulation and external environments

Our understanding of how and under what conditions organizational innovative climate unfolds its impact on employees' innovative behaviors remains at a nascent stage. To address these questions, this study developed a moderated mediation model of organizational innovative climate and tested it using a three-level, time-lagged design with a sample of 93 organizations, 269 working groups, and 1146 employees. The results show that organizational innovative climate is positively and indirectly related to employees' innovative behaviors through managers' proactive goal regulation. We also find that the indirect linkage between organizational innovative climate and employees' innovative behaviors via managers' proactive goal regulation only emerge in the organizations that faced highly competitive intensity, but not in those with low competitive intensity. These findings provide important insights into how organizational innovative climate diffuses within organizations and which factors may enhance or limit its impact on employees' actions.

Pengaruh Kepemimpinan Inklusif, Self Efficacy dan Iklim Organisasi Terhadap Perilaku Inovatif Karyawan

Rapid developments in science and technology place organizations in the midst of new challenges and unprecedented opportunities. PT. XYZ, a manufacturing company that specializes in chemical coatings or known as "CAT", emphasizes employees to have innovative behavior. In this company, there is an award program for employees who are able to apply innovative ideas for the company and are willing to convey these ideas to management. This program is the basis for research conducted by researchers at PT. XYZ which operates in Tangerang. This research analyzes the impact of inclusive leadership, self-efficacy, and organizational climate on employee innovative behavior, using survey methods and purposive sampling from 166 PT employees. XYZ Tangerang. This research involved various statistical tests, including validity, reliability, multiple linear regression analysis, as well as coefficient of determination, partial t and simultaneous f tests. The research results show that inclusive leadership, self-efficacy, and organizational climate have a significant influence on employee innovative behavior. These findings provide a better understanding of the relationship between these factors and innovative behavior in the workplace. By ensuring inclusive leadership that creates a supportive environment, increases employee self-confidence, and promotes an innovative organizational climate, an organization can increase the creativity and innovation potential of its teams. These three factors combined can make a significant contribution to increasing employee innovative behavior, which ultimately also strengthens the overall growth and sustainability of the organization.

Talent incentive policy, innovation performance, organizational innovation climate, and organizational identification: Empirical evidence from high-tech enterprises

This article delved into the intricate dynamics of talent incentive strategies, with a special focus on those implemented in free trade ports, and their profound impact on the innovation performance of employees. The research adopted a dual-focused approach, scrutinizing both the mediating role of the climate of organizational innovation and the moderating influence of organizational identification. The study integrated the organizational innovation climate category by merging classical scales, focusing on individual performance in employee innovation, and the organizational identification category (Acosta-Prado et al., 2021; Han et al., 2007; Mael & Ashforth, 1992). The research encompassed 58 high-tech firms in the Hainan Free Trade Port (HFTP), disseminated 1817 questionnaires, retrieved 1666, and validated 1262, achieving a 74.8 percent validity rate. The employed methodology was hierarchical regression analysis, a potent statistical tool enabling a nuanced comprehension of the variable relationships. The analysis findings revealed that employees’ perceptions of talent incentive policies could positively impact their innovation performance, highlighting the significance of these perceptions in determining policy effectiveness. The study uncovered that talent incentive policies influenced innovation performance, mediated by the organizational climate and amplified by employee identification with the organization. These insights can inform strategies to optimize talent incentives, cultivate an innovative culture, and boost overall performance.

The Mediating Role of Organizational Climate in Assessing the Influence of Local Governance-Based Paternalist Leadership on Employee Innovation

Abstract With the acceleration of economic globalization and the increasing uncertainty in the external market environment, Chinese enterprises are increasingly required to survive and thrive through continuous innovation activities. As the ultimate source of organizational innovation, the staff determines the overall level of organizational innovation. Simultaneously, leadership behavior within an enterprise profoundly influences employees’ innovative behavior. Therefore, influencing employees’ innovative behavior through a leader’s conduct has become a hot topic of academic discussion. The study aims to explore the impact of locally based paternalistic leadership on employees’ innovative behavior and introduce organizational climate to examine the mutual influence between these two variables. This is a quantitative case study to be conducted on various banks in China, utilizing SPSS software and bootstrap mediator variable analysis. According to the results of this research, paternalistic leadership has a significantly beneficial impact on innovative employee behavior and organizational climate. However, the authoritarian leadership dimension negatively affects innovative behavior and organizational climate. Organizational climate has a substantially positive effect on innovation behavior, and organizational climate plays a role as a mediating variable in the influence of paternalistic leadership on innovative behavior. The future value of this research lies in providing practical suggestions for the development of leadership behavior theory and improving the efficiency of human resource management.

"WHEN REWARDS NO LONGER MOTIVATE" TESTING THE MODERATING ROLE OF ORGANIZATIONAL AGILITY IN BUILDING INNOVATIVE LECTURERS IN THE ERA OF INDONESIA INDEPENDENT CAMPUS

Innovative work behavior is the key to the performance and existence of an organization. In the context of business organizations, organizational factors that are antecedents of innovative work behavior are far from stable. Therefore, it is still necessary to conduct further research with different organizations and respondents. This study will examine organizational factors in Indonesian universities, which consist of: 1) organizational climate for innovation, 2) reward, 3) organizational agility as moderating variables. By using purposive random sampling involving 265 lecturers from universities in the Jakarta area, Indonesia, the results indicate that only the organizational climate for innovation variable has a significant positive effect directly on the innovative work behavior of lecturers. Meanwhile, the reward variable only has a partial significant positive effect after being moderated by the organizational agility variable. This phenomenon is a novelty in this study that rewards, which are believed to be able to change behavior as mentioned in social exchange theory so far, have experienced a shift in perceptions from lecturer respondents, where rewards are no longer motivating without including agility factors in their management. Organizational agility is a new term that is gaining popularity in strategic management which is defined as an agility that reflects flexibility, speed, accuracy, efficiency and innovation. This study has theoretical contributions and practical implications for higher education management and provides discussion and recommendations for future research.

Sustainable Leadership, Knowledge Sharing, and Frugal Innovation: The Moderating Role of Organizational Innovation Climate

The present study aims to investigate the relationship between sustainable leadership styles and frugal innovation in SMEs in the Chinese context. We also investigate the role of knowledge sharing as a mediator in the relationship between SL-FI. Furthermore, this study introduces the situational variable organizational innovation climate to explore its moderating role between KS-FI. The data were collected from corporate employees of SMEs in China’s manufacturing and service industries, with a 67.7% response rate on the questionnaire. The hypotheses were tested in this study using SmartPLS 4.0.8.7, and the empirical findings of this study revealed that sustainable leadership positively affects frugal innovation, with the knowledge-sharing process serving as a partial mediating effect. In addition, the results revealed that a higher level of organizational innovation climate will result in a higher effect of knowledge sharing on frugal innovation. The results of the current study provide insights and empirical evidence on the importance of frugal innovation in emerging markets and the ability to improve firms’ frugal innovation through leadership practices and knowledge resources. The current study provides a new contribution as it links sustainable leadership, knowledge sharing, and frugal innovation in the context of China as an emerging country. The research findings contribute to expanding the literature in the area of leadership styles and innovation, and provide practical insights for policymakers, entrepreneurs, and others in developing countries and emerging market SMEs.

A STUDY ON THE INFLUENCING MECHANISM OF SHARED LEADERSHIP STYLE ON TEAM INNOVATION PERFORMANCE: MEDIATED BY KNOWLEDGE SHARING AND ORGANIZATIONAL INNOVATION CLIMATE

This study mainly used a combination of qualitative and quantitative mixed method to investigate the mechanism of shared leadership style's influence on team innovation performance. Through the survey, descriptive statistical analysis, CITC test, factor analysis and testing the reliability and validity of the questionnaire were performed for each variable. Correlation analysis and control variables ANOVA were used, and the model was validated. 
 The study found that shared leadership styles positively contribute to (shared transformational leadership, shared transactional leadership, and shared empowerment leadership) team innovation performance, and organizational innovation climate and knowledge sharing have a mediating role in the relationship between shared transformational leadership and shared transactional leadership, i.e., shared transformational leadership and shared transactional leadership styles contribute to team innovation performance through the mediating role of organizational innovation climate and knowledge sharing. Discussion and recommendations around each finding were also provided by the researcher by the end of the study.

The Impact of Organizational Innovation Climate on Employee Innovation Behavior in Emissions Control Enterprises : an Empirical Study in China

The Impact of Organizational Innovation Climate on Employee Innovation Behavior in Emissions Control Enterprises : an Empirical Study in China

The Impact of Organizational Innovation Climate on Sustainable Competitive Advantage- Empirical Study

The problem of the research is that some companies lack the mechanisms and policies that to enhance the loyalty of these valuable resources, which led to difficulties in generating knowledge, producing, storing, investing and investing information to achieve a sustainable competitive advantage. In addition, companies are still working with the traditional wage system (monthly salaries), which makes people not think about adding value to work. The research aims to determine the level of variables for researchers to clarify the impact of the organizational innovation climate on sustainable competitive advantage. The Qualitative approach is used based on research. The research was applied in Internet Companies (Earth Link, Al-Hayat, Al-Jazeera, Hala Al-Rafidain, Orient, Sobriel, and Dish Net) in the city of Baghdad. A sample of (167) individuals in the aforementioned companies was chosen, relying on the methodology of this research, which is the survey methodology that relies on analyzing the questionnaire based on theoretical hypotheses that have been proven through practical tests and comparing the results between them.
 The research finds that dimensions are available regarding the climate of organizational innovation and sustainable competitive advantage. The results show that there is an impact of the organizational innovation climate on the sustainable competitive advantage
 Paper type: Research paper
 

Can the Organizational Innovation Climate Certainly Encourage Employees to Seek Knowledge?

Can the Organizational Innovation Climate Certainly Encourage Employees to Seek Knowledge?

Organizational career growth and high-performance work systems: The roles of job crafting and organizational innovation climate

This study focused on the relationship of employees' career growth with high-performance work systems (HPWS), how and the conditions under which HPWS enhance organizational career growth. It considered job crafting as part of the mechanism, the idea being that employees actively exploit the resources provided and demands imposed by HPWS to craft their jobs. Using a multi-level, three-wave time-lagged design with 663 employees and 67 human resource managers from 67 companies, we found that (a) organization-level HPWS were positively related to individual employees' career growth; (b) task and relational job crafting mediated the relationship; (c) the organizational innovation climate moderated the relationship between organization-level HPWS and job crafting; and (d) the moderating effect had an impact on employees' career growth through job crafting. The implications of the study for the advancement of knowledge and practice are discussed.

Antecedents of public managers’ collective implementation efficacy as they actualize new public services

ABSTRACT This article focuses on those organizational and individual factors that increase public managers’ belief in their proactive ability to pursue collective implementation of digital public services. Using social cognitive theory, the authors show that managers’ innovation-implementation efficacy is shaped within the context of the current massive digital transformation of public services. The study uncovers two organizational enablers (organizational climate for innovation and leader expectations for creativity), together with two individual enablers (creative self-efficacy and proactive behaviour). The findings suggest that creative self-efficacy partly mediates between an organizational climate for innovation and collective implementation efficacy. Additionally, leaders’ expectations for creativity and proactivity were found to be partly mediated between innovative climate and collective implementation efficacy.

The role of error risk taking and perceived organizational innovation climate in the relationship between perceived psychological safety and innovative work behavior: A moderated mediation model.

To better understand how to motivate innovative work behavior (IWB) at the individual level in organizations, we investigate the link between perceived psychological safety and IWB and the role of error risk taking and perceived organizational innovation climate in this study. In particular, we hypothesize a moderated mediation model in which (a) perceived psychological safety is positively related to IWB, (b) error risk taking mediates the positive relationship between perceived psychological safety and IWB, and (c) perceived organizational innovation climate strengthens the positive link between error risk taking and IWB and the mediated link between perceived psychological safety and IWB via error risk taking. We tested the hypothesized model using data collected from 315 full-time employees working at six information and communication technology companies in a high-technology business district of Egypt. The findings largely support our hypotheses. We conclude by discussing the theoretical and practical implications.

The Knowledge Sharing Capability in Innovative Behavior: A SEM Approach from Graduate Students’ Insights

The capability to share knowledge is considered one of the most relevant components of knowledge management. Moreover, there is little empirical evidence indicating how future human resources in the construction industry value the richness of knowledge sharing and the richness of their innovative behavior. The purposes of this study are (1) to determine which facilitators, from the point of view of master's degree students related to engineering and construction management in Spain, most substantially influence knowledge sharing capability; (2) to test whether knowledge sharing capability (KS) positively influences innovative behavior (IB); and (3) demonstrating whether organizational innovation climate (OIC) is a factor that moderates the relationship between KS and IB. In this research, we have proposed a theoretical model and empirically tested the model in a sample of 253 master's degree students in public universities in Spain. The findings support the proposed model, and the structural equation modeling (SEM) evaluation suggests that, among all the facilitators of KS, information and communication technologies (ICT) stand out among the other facilitators and have a more significant influence on KS. Furthermore, the research found a direct correlation between KS and IB and causal links between OIC and IB.

The Role of the Organizational Climate for Innovation on the Influence of Leadership on Innovative Work Behavior

During the pandemic, which has changed a lot of people's behavior (work, study, and online shopping), it is very demanding that employees have new ideas (innovations) for the sustainability of the company. Innovation is essential for the development, sustainability, and competitiveness of companies in today's economy. Although the importance of leadership for the innovation process has been recognized, understanding of the relationship between leadership style and the level of innovation in work teams is still limited. This study analyzes the positive influence of charismatic leadership, transformational leadership, and transactional leadership on innovative work behavior mediated by the organizational climate for innovation. The novelty of this research is to investigate leadership from two different theories. The two leadership theories are the influence theory (charismatic leadership) and relationship theory (transformational and transactional leadership). The unit of analysis used in this study is the individual, namely the respondents who are employees of the state-owned enterprises of the Republic of Indonesia. The design in this study uses hypothesis testing (hypotheses testing). The statistical method to be used is the structural equation model (SEM) method with the help of Amos 24 software. From the results of the study, it was found that only the organizational climate for innovation affected innovative work behavior. However, the Organizational Climate for Innovation can act as a mediator for Charismatic Leadership and Transactional Leadership for Innovative Work Behavior. Thus, to improve the innovative work behavior of the employees of the State-Owned Enterprises of the Republic of Indonesia, an innovative cultural climate is needed. Managers need to be open to new ideas, encourage employee creativity, and create employee freedom/autonomy in decision-making. Keywords: charismatic leadership, tranformational leadership, transactional leadership, innovative work behaviour, organizational climate for innovation. https://doi.org/10.55463/issn.1674-2974.50.2.11

How leadership style matters for innovative work behavior

Purpose- It is a clear fact that innovation and the ability to innovate is essential for organizations. Especially, actions of individuals are essential for continuous innovation and improvement. That’s why innovative behaviors of the individuals at a workplace have the utmost importance to achieve innovation regarding organizational level. Hence, to uncover the relationship between leadership styles and innovative work behaviors of the employees is the purpose of this study. Methodology- In this study, the data has been collected through a questionnaire survey within the sample of white-collar employees of one of the special banks which operates in Turkey by using convenience sampling method. As a means of measurement, Leadership Style (MLQ) Scale by Bass and Avolio (2000) and Turkish Translation by Yurtkoru (2001) and Innovative Work Behavior Scale by de Jong and den Hartog (2010) and Turkish translation by Çimen and Yücel (2017) have been applied. Exploratory factor analysis, correlation and multiple regression analysis have been conducted. The main question to which this research tries to find answer is whether leadership styles have any significant effect on employees’ innovative work behavior or not. Findings- Research results revealed that the leadership behaviors of the leader affect the employees’ innovation tendency or in other words, their innovative work behaviors. Conclusion- Both transformational leadership and transactional leadership types have a significant effect on innovative work behavior of the employees. On the other hand, laissez-faire leadership type has no effect on innovative work behavior of the employees. In addition, this study provides conclusive evidence for further research that organizational culture, psychological factors and innovation climate in the organization can be put into the model as well to see the mediating or direct effect of leadership styles on employees’ innovative work behavior.

Innovative work behavior in high-tech enterprises: Chain intermediary effect of psychological safety and knowledge sharing.

This study aims to explore the relationship between organizational innovation climate (OIC) and innovative work behavior (IWB), using psychological safety (PS) and knowledge sharing (KS) as mediating variables. Based on the social cognitive theory (SCT), this study proposes a conceptual framework to explore innovative work behavior. The structural model of the extended SCT model was tested using sample data from 446 R&D staff of high-tech enterprises in China. SPSS 25.0 and AMOS 23.0 were used to test the hypothetical model. The results indicated that organizational innovation climate was positively correlated with psychological safety and innovative work behavior. Psychological safety was positively correlated with innovative work behavior. Knowledge sharing was significantly and positively correlated with innovative work behavior. Moreover, Psychological safety and knowledge sharing play a significant mediating role in the relationship between organizational innovation climate and innovative work behavior, and psychological safety further improves individual innovative work behavior by influencing knowledge sharing among research team members. At the end of the study, this study thoroughly discussed the conclusions, practical implications, limitations, and future research directions of the study.