Innovative Organizational Culture Research Articles

Examining the Role of Employee Social Intrapreneurial Behavioural and Job Satisfaction as Mediators of Employee Commitment

This study investigates the series of mediating effects of employee social intrapreneurial behaviour and job satisfaction on innovative organizational culture and employee commitment. This research aims to explore the relationship between an innovative organizational culture, employee intrapreneurial behaviour, employee job satisfaction, and employee job commitment in the manufacturing sector of Kuwait, a developed economy. Literature reviews analyses core concepts and their associated domains to discover gaps in existing research by examining definitions, dimensions, and relevance. The examination of relevant research identified significant knowledge deficiencies. The framework examines employee social intrapreneurial behaviour by incorporating several aspects such as idea generation, idea promotion, and idea realization. The current study utilized quantitative research methods. The researcher utilized SPSS version 28 to analyses the numerical data collected through a questionnaire to meet the study questions. The questionnaire was distributed using both computerized and self-administered ways to increase the response rate. We have obtained an extensive list of contact names for all manufacturing companies in Kuwait. The study is based on three primary theories: Self Determination Theory, Social Exchange Theory, and Theory of Planned Behaviour. This study aims to develop a new formula to promote a culture of social innovation. The research findings suggest that Employee Social Intrapreneurial Behaviour (ESIB) has a notable influence on manufacturing enterprises in Kuwait. Employee social intrapreneurial behaviour and job satisfaction were shown to have a mediating impact on innovative organizational culture and employee commitment. The research's theoretical framework enhances managers' understanding of the significance of intrapreneurship and how organizations can facilitate its development at both individual and organizational levels. Received: 28 January 2024 / Accepted: 28 April 2024 / Published: 5 May 2024

Aktualisasi Budaya Inovasi pada Organisasi Sektor Publik

A culture of innovation is not just an option, but an urgent need to maintain the competitiveness of public sector organizations amidst rapid change. In this context, a culture of innovation is a vital aspect in strengthening the competitiveness of an organization, especially in the public sector which plays a crucial role in public services. In researching the actualization of innovation culture in public sector organizations, a qualitative approach with descriptive methods is the right choice. A qualitative approach allows researchers to gain a deep understanding of a complex and multidimensional phenomenon such as innovation culture. From the discussion that has been described, it can be concluded that the actualization of a culture of innovation in public sector organizations is an urgent need in facing the complexity and dynamics of an ever-changing environment. The main problems faced by public sector organizations, such as resistance to change, complex bureaucracy, and low employee involvement, are the main obstacles in realizing an effective innovation culture. However, by adopting a qualitative approach with descriptive methods in research, as well as involving various stakeholders in the process, organizations can gain a deeper understanding of the dynamics of existing innovation culture and explore strategies that can be implemented to overcome them.

Innovation Culture and Millennial Characteristics: Determinants of Millennial Turnover Intention in the Banking Sector

Since Millennials form the largest part of today’s workforce, it is prudent to know Millennials' motivation and characteristics that support their retention. Based on data from 348 team leaders and line managers, a hierarchical regression analysis was used to examine the impact of Millennial-specific characteristics and organizational environmental factors on their turnover intentions (MTI). While teamwork and technology orientation had a negative effect on MTI, achievement orientation had a negative impact on MTI. The results revealed a negative relationship after testing the organizational environmental factor, innovation culture, and MTI. Thus, firms should engage in the development of a culture of innovation and teamwork to support Millennials with a high achievement orientation to succeed in an open, transparent organizational structure.

Characteristics of Organizational Culture Innovation Process by A Local Office of Education

Characteristics of Organizational Culture Innovation Process by A Local Office of Education

Tantangan Penerapan Inovasi Budaya Organisasi dalam Pengelolaan Alokasi Dana Nagari/Desa dalam Rangka Mewujudkan Pemerintahan Desa yang Baik

Nagari/village funds are an important instrument that can be used to improve community welfare, reduce regional disparities, and strengthen local economic empowerment. However, in practice, the implementation of organizational culture innovation in nagari/village government structures is often faced with a number of complex challenges. Nagari/village leaders and officials who have skills in organizational culture innovation can help in developing a better nagari/village fund management system, such as using information technology in reporting and monitoring the use of funds, or applying the principles of good governance in decision making. This research uses a qualitative approach with descriptive methods to explore the challenges associated with implementing organizational culture innovation in managing nagari/village funds in order to achieve the goals of good nagari/village governance. A qualitative approach provides an appropriate framework for understanding in depth the cultural context of organizations at the nagari/village level and the dynamics involved in dealing with change. The research results show that the role of nagari/village leaders and officials is very crucial in encouraging the adoption and implementation of organizational culture innovations in managing nagari/village funds. Resistance to change is still a significant challenge faced by many nagari/villages in implementing organizational culture innovation. Factors such as discomfort with the status quo and lack of understanding of the benefits of innovation can hinder efforts to improve the effectiveness of nagari/village fund management.

Just go green

Goal: This study explores the connection between green innovation components and the competitive advantage of the manufacturing sector in China through the mediating role of green organizational culture and the moderating role of access to finance. Methodology: A self-administered survey with 310 respondents was used to collect data from the industrial sector. Data were examined using SmartPLS, and a bootstrapping method was used. Results: The findings demonstrated that the suggested moderated mediation model was accepted because the associations between the constructs were statistically significant. The mediating effect of green organizational culture and the moderating effect of access to finance were performed. The results showed that the proposed moderated mediation model was accepted because the relationships between the constructs were statistically significant. The results of the data analysis supported a positive relationship between green innovation and competitive advantage as well as a mediating effect of green organizational culture. Limitations: The study is limited to the Chinese economy; hence future studies can replicate these results on developing and developed economies. Furthermore, large sample size, different industrial sector and more advance analysis techniques can also be used in future studies. Practical Implications: The study has practical implication of green innovation and green organizational culture in enhancing competitive advantage in the Chinese manufacturing sector, considering access to finance. Originality / Value: This study contributes to the current vain of literature by examining the noval connection between competitive advantage and green innovation components of manufacturing sector in China through the mediating role of green organizational culture and the moderating role of access to finance.

Approaches to Assessing the Creative Climate and Potential for Innovativeness of Educational Organizations

The paper provides an overview of selected methods and instruments for assessing the innovative capacity of organizations in general while raising questions about their potential application to schools. The premise is that diagnostics would be pointless if it were not accompanied by a strategy as well as a tool at the fingertips of school managers or leaders because the forms in which innovative potential can be manifested in a school are various. Innovation is not merely an object of transfer and exchange, but a matter of organizational climate which needs to be nurtured. Thus, the paper argues that the research of potential for innovativeness should be conducted by assessing the creative climate instead of organizational innovative culture; and suggests that organizational microclimate in the educational organization should be accompanied by efforts to foster, and respectively – assess – the team‘s competencies related to generating and implementing local innovative solutions. Whatever strategies, approaches, and skill sets the managing team chooses or has access to, these can only be effectively applied if 1) the settings (givens and constraints) are well understood and are taken into account; and 2) there is an awareness of the differences between traditional management and innovation management, which is associated with facilitating processes rather than leading them. The latter is covered elsewhere and not addressed here.

The smart effort to build up an innovative organizational culture in a skincare company

Purpose – The research objective was to examine the predominant errand of work engagement (WE) and the physical work environment (PWE) in the development of innovative organizational culture (IOC) by contemplating the mediating factors of innovative work behaviour (IWB) and employee performance (EP).Design/methodology/approach – The research was conducted through a questionnaire survey of all employees of PT. Alzena Skincare Indonesia, 175 people who produced quantitative primary data. Through the PLS-SEM high-level analysis, the validity and reliability of the questionnaire were checked, and each research hypothesis was evaluated in detail.Findings – The research results showed that an ‘IOC’ in a skincare company can be developed, and ‘WE’ is the principal aspect. However, it was still essential for the company to heed the ‘PWE’. The partial mediating role of ‘IWB’ and ‘EP’ accelerated the formation of an ‘IOC’. Meanwhile, serial mediation of ‘IWB’ and ‘EP’ only supported ‘WE’ in building ‘IOC’, not the ‘PWE’.Research limitations/implications – This research was still limited to PT. Alzena Skincare Indonesia employees, so the results cannot be generalized to other types of businesses. Thus, further research is compulsory to test the research model on other objects and look for other factors that can encourage creation of an innovative organizational culture.Practical implications – The practical implication of this research was that skincare company managers need to build ‘IOC’ by strengthening ‘WE’ and improving the ‘PWE’ that supports it. These two factors created ‘IWB’ and improved ‘EP’, ultimately forming an ‘IOC’.Originality/value – It still needed to uncover research that examined the effect of ‘WE’ and the ‘PWE’ on ‘IOC’, especially if it was serially mediated by ‘IWB’ and ‘EP’. So, the complex model was the main novelty of this study.

The role of organizational learning and innovative organizational culture for ambidextrous innovation

PurposeIn the era of hyper-competitiveness, firms, especially project-based management structures, have to focus on ideas for both new and existing sets of products and services, i.e. ambidextrous innovation. The ambidextrous innovation can be helpful, but achieving such a level is a problem to be solved. This study aims to yield ambidextrous innovation by using innovative culture and knowledge that has been gained from learning.Design/methodology/approachThe present research collected data from Saudi Arabian public-sector firms. The data collected is analyzed using the partial least squares structural equation modeling (PLS-SEM).FindingsThe findings of the study suggest that a range of factors can be operationalized in project-based firms to establish organizational learning and innovation culture. These factors include agile-based project management, leveraging existing innovative capabilities and growth mindset in case of innovative organizational culture and additional factors of agile-based knowledge management along with others in case of organizational learning. The PLS-SEM further concluded that both organizational learning and innovative organizational culture, in turn, help project-based Saudi Arabian public-sector firms to develop their ambidextrous innovation capability.Originality/valueThe PLS-SEM further concluded that both the organizational learning and innovative organizational culture, in turn, help project-based Saudi Arabian public-sector firms to develop their ambidextrous innovation capability.

The Role of Authentic Leadership in Shaping Innovative Organizational Cultures

Authentic leadership is the behavior pattern of a leader who is trustworthy, objective, positive thinking, hopeful, well aware of the mission of the organization he leads, is able and ready to overcome organizational problems, a leader who looks confident, optimistic, tenacious, resilient transparent, well-moral, ethically highly dedicated, future-oriented, and gives priority to colleagues to become leaders with integrity and high commitment. This paper aims to analyze and evaluate the role of authentic leadership in shaping innovative organizations. Increasing insight into the role of authentic leadership in shaping innovative culture based on the review literature shows that authentic leadership in shaping innovative culture is one of the keys to the most important efforts that organizations need to develop and improve the quality of organizations to compete with competitors on a national and international scale.

The Effect of the Global Health Crisis on Organizational Marketing and Culture of Innovation

The Effect of the Global Health Crisis on Organizational Marketing and Culture of Innovation

DEVELOPMENT OF AN EVIDENCE-BASED FRAMEWORK FOR INNOVATION READINESS OF LONG-TERM CARE ORGANIZATIONS

Abstract Increasing innovation readiness of long-term care organizations is vital to ensure future provision and affordability of care delivery. Against this background, there is a need to obtain more insight into the factors that may lead to innovation readiness of long-term care organizations. Therefore, we conducted a scoping review and an interview study. The scoping review was based on the framework from Arksey and O’Malley and included 44 studies. The interview study was conducted with 16 stakeholders having a professional role in long-term care for older adults in the Netherlands: academics, (top)management, innovation managers and consultants. Based on the results of both studies, we propose a framework of factors contributing to innovation readiness. The framework consists of five main factors enabling innovation readiness of long-term care organizations for older adults: 1) strategic course for innovation 2) innovation journey 3) leadership for innovation 4) learning for innovation and 5) innovative organizational culture. The collective findings support the notion that for innovation readiness the interplay of main factors is vital and benefits from an approach at the individual, team, organizational and inter-organizational levels. Furthermore, our findings indicate that some factors might be more conditional and other factors might play a more supportive role. Research into innovation readiness of health care organizations is a rather new field. Further research directed toward a framework for innovation readiness might deliver a structured approach for managers of long-term care organizations to embed and assess innovation readiness.

Transformational Leadership in Human Resource Management

The study on transformational leadership is crucial, especially in relation to human resources management (HRM). This research aims to identify the roles of transformational leadership in human resources management and how transformational leadership contributes to human resources management. The research methodology employed is a qualitative case study to depict the role of transformational leadership within the framework of human resources management. The study involves a subject group consisting of a manager in a well-known “start” supermarket known for influential transformational leadership practices. The instrument used in this research is a structured interview sheet. The results of this study indicate that there are six roles of transformational leadership in human resources management: being a role model, empowerment, individual development, effective communication, performance and innovation enhancement, and the administration of rewards and punishments. Transformational leadership can shape a dynamic, goal-oriented work environment, motivating employees to contribute their best. In the context of HRM, transformational leadership can be a key driver in creating an innovative organizational culture with a focus on human resource development.

The Impact of Innovation Management on the Electronic Communications Industry --Taking Huawei as an Example

Innovation management emphasizes continuous innovation through effective organization and resource allocation to improve competitiveness and promote sustainable development. The purpose of this paper is to explore the impact of innovation management on the electronic communications industry and to analyze it in depth with Huawei as an example. Through the research method of literature analysis, we find that innovation management plays a crucial role in the development of the electronic communications industry, and its impact on the electronic communications industry is mainly reflected in the three aspects of technology and product innovation, business model innovation and organizational culture innovation. Research on innovation management can help enterprises improve their competitiveness in a rapidly changing market environment and enhance their innovation capabilities in all aspects, thereby increasing their market share and profitability. It also helps electronic communication enterprises to maintain the leading position in technology and business models and to establish effective R&D processes and innovation mechanisms. In addition, research on innovation management can provide lessons for other electronic communication enterprises and even other industries, so that more enterprises and industries can better cope with the challenges of the market and realize healthy and sustainable development.

A Multilevel Analysis on Determinants of Employees’ Innovative Behaviors: Synergy Perspective on Innovative Organizational Culture, Innovative Behavior Instrumentality, and Job Autonomy

A Multilevel Analysis on Determinants of Employees’ Innovative Behaviors: Synergy Perspective on Innovative Organizational Culture, Innovative Behavior Instrumentality, and Job Autonomy

The new needs friends: Simmelian strangers and the selection of novelty

AbstractResearch SummaryThe paradox of rejecting novel ideas while being motivated to select them exists in many realms. Deviating from prior research that investigated several internal levers to promote the funding of novel ideas in the sciences, we focus on an external lever by investigating how seconded employees increase the selection of novel ideas in two ways: (1) they select more novel ideas themselves, and (2) they influence permanent employees to do the same. Combining unique quantitative longitudinal data and 37 in‐depth interviews, we test our predictions in the secondment program at the National Science Foundation and find broad support for our theoretical arguments. Our findings have implications for scholars of science and innovation by proposing a relatively light‐touch intervention to facilitate the selection of novel ideas.Managerial SummaryOrganizations often face a paradox: they want to select novel ideas but tend to reject them. This study shifts focus from internal measures to an external solution, examining how seconded employees can help. Through both quantitative data and interviews at the National Science Foundation's secondment program, we found that seconded employees choose more novel ideas and influence permanent staff to do the same. This suggests a simple intervention can significantly boost the acceptance of innovative ideas, offering valuable insights for those in the science and innovation. Understanding this dynamic can empower managers to strategically leverage seconded employees, fostering a more innovative and adaptive organizational culture.

THE IMPACT OF THE EFFECT OF ORGANIZATIONAL CULTURE ON EMPLOYEE INNOVATION BEHAVIOR THE MEDIATING ROLE OF VALUE PROPOSITIONS

The purpose of this study is to explore the relationship between organizational culture, employee innovative behavior, and value proposition, and to further analyze the influencing mechanisms involved. By using validated measurement tools, we investigated the effects of factors such as gender, age, and education on these variables, and examined the interactions between organizational culture and employee innovation behavior, and the mediating and moderating roles of value proposition therein. This study is based on the literature between 2018 and 2022, and a large amount of data was collected using questionnaire methods, and the data was processed using appropriate statistical analysis methods. It was found that factors such as gender, age and educational qualifications do not significantly influence the relationship between organizational culture, employee innovative behavior and value proposition. However, it was observed that there is a strong correlation between organizational culture and employee innovative behavior and organizational culture has a positive impact on employee innovative behavior. In addition, the value proposition played a mediating role between organizational culture and employee innovative behavior, but had no significant effect on the moderating role.These findings have important implications in both theory and practice. At the theoretical level, this study provides new perspectives and evidence on the relationship between organizational culture, employee innovation behavior, and value proposition. At the practical level, this study provides some insights to help organizations better understand and guide employee innovative behaviors and management strategies in different cultural contexts. However, there are some limitations in this study, such as limitations in sample selection and survey methodology. Future research could further delve into the relationship between these variables and consider more influencing factors and moderating variables.

Corporate Sustainability Practices in Indian Automobile Industry: Enhancing Government Initiatives, Economic Improvements, and Environmental Practices

Even though automobile manufacturers are striving to address sustainability issues by introducing corporate sustainability practices, there is limited studies related to this issue. This study aims to identify valid and accurate CSP, analyze causal interrelationships between aspects under uncertainty, and propose the criteria for practical implementations. This study proposed six aspects and seventy-three criteria. By employing a Fuzzy decision-making trial and evaluation laboratory (DEMATEL), our result confirms 39 criteria out of 79 original criteria. The most important aspects were organizational structure, societal features, technological utilization, actions taken by the government, and innovative ideas. The most significant criteria are assurances of security and auditing, sponsorship of sporting or recreational projects and gifts, support for arts and culture, awards related to social sustainability, internal control mechanisms, environmental management systems, and product environmental impacts. This research contributes to the existing corpus of knowledge by identifying the fundamental CSP characteristics required to facilitate the achievement of sustainable organizational goals, and then identifying the causal interrelationship between those characteristics. In addition, this study offers suggestions for policy makers to focus on governmental initiatives business social consciousness, technological innovation, and sustainable organizational culture in order to enhance CSP.

Unveiling the behavioral nexus of innovative organizational culture: Identification and affective commitment of teachers in primary schools

ABSTRACT A rigorous revision of the current body of literature is required to obtain an accurate assessment of the impact of innovative organizational culture on teachers’ identification and affective commitment in primary school environments. The current literature requires more investigation into the mediating function of teachers’ identification in the relationship between innovative culture and teachers’ affective commitment. This underscores the necessity for a more comprehensive comprehension of this mediating mechanism. Therefore, through combining two theoretical frameworks, Behavioral Commitment Theory (BCT) and Social Identity Theory (SIT), this study delves into the intricate psychological interplay between innovative organizational culture and its influence on teachers’ sense of identification and affective commitment in primary schools, which could provide insight into more understanding of this phenomenon. By surveying 432 teachers, this study sought to discern the direct impacts of an innovation-driven culture on teachers’ organizational identification and affective commitment and the potential mediating role of this identification. The findings of this study, which were inferred from the Structural Equation Modeling (SEM), illuminate that an innovative atmosphere significantly resonates with teachers’ identification and affective commitment. Additionally, this identification emerges as a bridge that further intensifies teachers’ emotional bond (affective commitment) with their institution in the context of innovation culture. This research contributes valuable insights for educational institutions and provides practical implications for students, teachers, and schools, while highlighting certain constraints and avenues for future exploration.

Effective Employee Management in Times of Organizational Transformation

Purpose: This study examines the effectiveness of employee management strategies during organizational transformation, focusing on their impact on agility, resilience, and success. Research Design and Methodology: Utilizing a qualitative approach, the research analyzes existing literature to explore the dynamics of employee management in transformative contexts. Data is gathered from academic journals, books, and reputable online sources, employing an exploratory and interpretive framework. Findings and Discussion: The findings emphasize the critical role of aligning human resource practices with organizational goals to enhance employee engagement and organizational competitiveness. Agile performance management, characterized by flexibility and continuous feedback, is identified as crucial for adaptability. The importance of proactive talent development and leveraging technology in HR practices is also highlighted, supporting a skilled and adaptable workforce. Implications: The study suggests that organizations need to implement comprehensive employee management strategies that resonate with their strategic goals to navigate transformation effectively. It advocates for the integration of technology to improve HR functionalities, ultimately fostering a resilient and innovative organizational culture.