Innovative Organizational Culture Research Articles

FAKTOR-FAKTOR YANG MEMPENGARUHI GREEN COMPETITIVE ADVANTAGE

This study aims to examine and analyze the effect of environmental organizational culture, environmental leadership, environmental capability, green innovation, green supply chain management, and green organizational culture on green competitive advantage. This study analyzes the influence between variables through hypothesis testing (causality research). The data used are secondary data from sustainability reports and/or annual reports of companies listed on the Indonesia Stock Exchange (IDX) for the period 2020-2021.There are 369 research samples that meet the predetermined criteria (purposive sampling method). Data analysis using SPSS version 22.0. The result is that environmental leadership, environmental capability, and green supply chain management have a significant positive effect on green competitive advantage, while environmental organizational culture, green innovation, and green organizational culture have no effect on green competitive advantage.

The Influence of Organizational Culture On Employee Performance In Sukabumi City

Organizational culture in the sub-district environment will influence the behavior of organizational members so that it has an impact on employee performance. This study aims to determine the effect of organizational culture on employee performance in Gunungpuyuh District, Sukabumi City. In this study, a quantitative approach was used with the associative/relationship research method. The population in this study was all employees in the Gunungpuyuh District Office, Sukabumi City, totaling 26 people. The results showed that 16% of employee performance in Gunungpuyuh District, Sukabumi City, was influenced by Organizational Culture. An organizational culture based on an innovative work system needs to be developed at the Gunungpuyuh District Office, Sukabumi City. Thus, this innovative organizational culture model needs to be applied in an effort to improve the performance provided by employees.

The impact of organizational innovation culture on employees' innovation behavior

Faced with increasingly fierce market competition, more and more organizations have recognized that organizational innovation culture is an important driver of employees' innovation behavior. On the basis of data collected from 482 respondents and using SPSS 24.0 and Mplus 8.0 for analysis, we obtained the following results: First, organizational innovation culture had a positive impact on employees' innovation behavior. Second, innovation self-efficacy played a mediating role between organizational innovation culture and employees' innovation behavior. Third, organizational identity played a moderating role in the relationship between organizational innovation culture and employees' innovation behavior. The research results enrich theoretical understanding in the field of human resource management and also provide a reference for enterprise managers on how to effectively stimulate employees' innovative behavior.

Identifying patterns of innovative organizational culture, transformational leadership style and quality of work life: a qualitative study

Background and Aim: In today's business environment, the basis of competitive advantage has changed from quality to innovation, innovation allows companies to quickly adapt to changes and helps companies find new products and markets. In today's competitive world, the survival of organizations requires special attention to the category of innovative organizational culture. The purpose of this article is to identify patterns of innovative organizational culture, transformational leadership style, and quality of work life, and it is developmental in terms of its purpose. Methodology: The current research is qualitative and the statistical population includes professors of academic units and managers of Azad Universities of Mazandaran. The sampling method of this research was snowball. A semi-structured interview was used to collect information and 20 experts in this field were interviewed. In order to analyze the data in this research, the theme analysis strategy and six-step technique of Clark and Brown (2006) and MAXQDA software were used. Findings: The results of the research showed that in the main theme of innovative culture, four organizing themes of the effects of innovation, organizational learning, individual development of employees and the desire and tendency to innovate were obtained; In the main theme of transformational leadership, two organizing themes of individual considerations, mental motivation, and in the main theme of the quality of working life, three organizing themes of job nature, security and job relations, and rights and benefits were obtained. Conclusion: As a result, paying attention to the extracted factors and making policies for the development and optimization of the use of financial and economic resources to increase the sustainability and competitiveness of the university and to improve and modify the service delivery methods and solutions and suggestions in line with their desirability It was recommended to managers and trustees.

Presenting a Model for Innovative Organizational Culture in the Islamic Azad University of Mazandaran Region based on Transformational Leadership Style, Professional Ethics, and Quality of Work Life

Presenting a Model for Innovative Organizational Culture in the Islamic Azad University of Mazandaran Region based on Transformational Leadership Style, Professional Ethics, and Quality of Work Life

Development and testing of a diagnostic model of innovative organizational culture

Aim. This study presents the results of the development of a diagnostic model of organizational culture, which makes it possible to assess innovativeness as a formal characteristic that can be calculated using empirical methods.Tasks. The author systemizes methods for diagnosing and studying organizational culture; based on the resulting classification, proposes a diagnostic model of innovative organizational culture as a method for conducting socio-psychological research of organizational changes and assessing the organization’s innovativeness.Methods. The study uses general scientific methods of logical, structural, comparative, and systems analysis, qualitative methods of survey, observation, questionnaire, documentation analysis.Results. A review of methods for analyzing and diagnosing organizational culture in terms of innovativeness shows that in modern practice of organizational research there are many methods characterized by mosaic structure and absence of an empirically based model.Conclusion. The proposed model is a reliable tool for assessing the readiness of organizational culture for changes at the individual, group, and organizational level that have passed a psychometric test and are applicable for assessing socio-psychological phenomena in the context of organizational changes.

Modelling and Measuring Innovation Culture

We aim to provide a conceptual model of innovation culture in organizations and build a survey tool to measure it. Innovation management focuses often on formalized processes whereas unwritten rules related to organizational culture are also a major factor for innovation and firms’ performance. We first position the role of culture with regard to innovation processes, then provide a model of innovation culture relying on five branches (External links, Teams, Organizational context, Individuals, and Leaders). Following the elaboration of this model called ETOILe, we address the issue of measuring it. In this paper, we focus on the less-known components such as External Links and design an ad hoc questionnaire.
 The validation study is performed through a laboratory test with 115 professional participants followed by reliability analysis of data and principal components analysis. The results of the study enabled us to refine the diagnosis tool as well as the underlying model of innovation culture. The current version includes four branches (Team, Organization, Individuals, Leaders) and ten sub-dimensions including promotion and prevention regulatory focus, managerial practices, discovery and delivery skills, etc.
 Because of its implicitness and intangibility, culture is often disregarded in the analysis of key ingredients of firms’ performance. Our model of innovation culture gathering such unwritten rules contributes to understanding why innovation is so natural and efficient in some companies, and why it is sometimes painful, despite robust managerial structure and methodological processes. Finally, we provide a diagnosis tool intended for all hierarchical levels of the organization, and not only for managerial staff. Our model and tool could be used at several levels: at the company’s level to grasp the overall cultural profile, at the department or team level to assess differences in innovation culture between subdivisions in a given company, and at a trans-company level to characterize cultural differences associated to business sectors (e.g., manufacturing sector, consulting sector, retail sector).

How innovative organization culture affects firm performance in the wake of enterprise resource planning? evidence from energy- and non-energy-sector firms in Pakistan

Rapid globalization during the last few decades has caused many difficulties for firms to survive, sustain, and maximize shareholders’ wealth. The Enterprise Resource Planning (ERP) system provides extensive access to data and upgraded information to achieve the specified objectives. This study examines how Innovative Organizational Culture (IOC) affects firm performance in Pakistan. In doing so, this study collects a comprehensive dataset from 234 high- and medium-level managers working in different sectors across six major cities of Pakistan. We construct several hypotheses and employ Partial Least Squares Structural Equation modeling to test the selected premises. The results reveal that IOC and the benefits of ERP are positively related to firm performance, IOC is also positively associated with the implementation of ERP, and the implementation of ERP is positively related to the benefits of ERP. Regarding mediating relationship among the constructs, this study shows that the implementation of ERP mediates the relationship between IOC and the benefits of ERP and the benefits of ERP mediate the relationship between the implementation of ERP and firm performance. Given that Pakistan has been facing a chronic energy crisis for the last few decades, this study conducts a subsample analysis and divides the sample into two groups—“energy and manufacturing” and “service and non-manufacturing” sector firms. Our robustness tests reveal that the implementation of ERP is positively and significantly related to firm performance only in the subsample of service and non-manufacturing sector firms. In contrast, it is negatively and insignificantly related to firm performance in the subsample of energy and manufacturing sector firms. The findings of this study provide numerous operational insights to managers to adequately emphasize and strengthen IOC to sustain the change management system. Specifically, this study suggests that senior- and medium-level managers should continuously monitor the implementation of ERP and determinedly engage themselves in the team management and communication process to achieve higher firm performance.

Effects of ESG Activity Recognition Factors on Innovative Organization Culture, Job Crafting, and Job Performance

This study aims to verify the effects of organizational members’ ESG activity recognition on job performance with the mediation of innovative organizational culture and job crafting. To this end, a questionnaire survey was carried out based on previous studies, and 237 questionnaire response copies were analyzed. An empirical study was conducted on the effects of each ESG activity recognition factor on job performance with the mediation of innovative organizational culture and job crafting. According to the analysis result, the society factor had a positive (+) effect on innovation-oriented culture among the ESG activity recognition factors, the environment factor had a negative (−) effect, and the governance factor did not have any effect. In contrast, governance had a positive (+) effect on relationship-oriented culture in innovative organizational culture. However, the environment and societal factors did not have any effect. The innovation-oriented culture and relationship-oriented culture directly affected job crafting, but they were confirmed not to have a direct effect on job performance. Hence, the result shows that the ESG activity recognition’s society factor reinforces innovative organizational culture, and the governance factor can consolidate organizational relationships.

The effect of transformational, transactional and authentic leadership on innovation: the mediating role of organizational culture

PurposeThis study aims to investigate the effects of different leadership styles, transformational, transactional and authentic leadership, on travel agents’ innovational behavior, with organizational culture as a mediator.Design/methodology/approachThe study aim was achieved by using an integrative model using LISREL 8.80. Quantitative research was used using a questionnaire. A convenient sampling technique was used to select the sample. A total of 500 questionnaires were distributed to travel agents, out of which 415 were returned, and 376 usable ones were statistically handled (75.2% response rate).FindingsTransformational leadership has a significant impact on organizational culture (ß = 0.34) and innovational behavior (ß = 0.46). Authentic leadership has a significant impact on both organizational culture (ß = 0.38) and innovational behavior (ß = 0.52). Transactional leadership significantly impacts organizational culture (ß = 0.38); however, it has no significant impact on innovational behavior (ß = 0.31). The positive influence of leadership styles on innovative behavior is mediated by innovative organizational culture (ß = 0.92).Research limitations/implicationsFurther research should explore the relationship between other leadership styles and innovation. Additionally, investigates the relationship between organizational culture factors and innovation. This study targeted category “A” travel agencies. Therefore, to generalize the study findings, the study should be replicated with other categories of travel agencies.Practical implicationsTravel agencies organizations should invest in managers who adopt authentic and transformational leadership, whereas transactional leaders are urged to be open to new ideas, invest in the knowledge and skills of their employees, encourage friendly communication with their employees and ensure that there are reasonable punishment and reward systems within the organization.Originality/valueThis study presents new insights into tourism field by integrating the study variables (organizational culture, innovative behavior and leadership style), into one framework, particularly in developing countries’ contexts.

조직문화 유형이 개인성과에 미치는 영향: 커뮤니케이션 매개효과와 조직신뢰의 조절효과

The purpose of the study is to examine the individual performance of the corporate members with the independent variable of organizational culture types (relational culture, innovation culture, hierarchical culture, task culture) and the mediator variable of communication by validating the regulation effect of organizational trust between the independent and dependent variables. For analysis, regression analysis is performed the study examined the dataset from the 2020 Human Capital Corporate Panel (HCCP) published by the Korea Research Institute for Vocational Education and Training that consist of a total target data of 510 corporations and 8,611 employees. The followings are the result of the research. Firstly, among the types of organizational culture, relational culture, innovation culture, and task culture have a statistically significant positive effect whereas hierarchical culture has a negative effect on communication. Secondly, relational culture, innovation culture, and task culture each had a statistically significant positive effect on individual performance, while hierarchical culture has a negative effect. Third, the mediated effect of communication has been found in all types of organizational culture except for hierarchical culture between each organizational culture type and individual performance. Fourth, it has been found that organizational trust regulates the relationship between individual performance and relational/innovation culture among organizational culture types. Hence, the research suggests that it is necessary for the corporate to establish the relational culture, innovation culture, and task culture as well as to come up with measures that can improve individual performance based on horizontal and harmonious communication and organizational trust.

Model of innovative culture of teachers

Organizational culture is one of the most important factors in stimulating innovation. Therefore, educational institutions should focus on developing the innovative culture of teachers, which can be achieved through planned actions or indirect mechanisms monitored and evaluated by managers. This theoretical study provides a holistic model of innovation culture that takes into account the innovation management and organizational culture necessary for the development of teachers' innovation culture.

Employee engagement, its antecedents and effects on business performance in hospitality industry: a multilevel analysis

PurposeEmployee engagement serves as a critical strategy for tourism and hospitality organizations to support their employees and fight adversity. This study aims to investigate the antecedents and effects of employee engagement and examine innovative behavior as a linchpin mechanism for the relationship between organizational engagement culture and organizational performance.Design/methodology/approachThis study analyzed the antecedents and effects of employee engagement through a hierarchical linear model that considers both organizational- and individual-level factors. The data was collected through a questionnaire survey from employees of 39 hotels in Guangzhou, China.FindingsThe results confirmed the significant positive effect of organizational empowerment, leadership and collaboration atmosphere on employment engagement. An individual’s perception of rewards and recognition, distributive justice and procedural justice significantly affected employee engagement. It was also confirmed that employee engagement ultimately improved performance outcomes at the individual and organizational levels. Additionally, the mediation effect of organizational innovation culture on the relationship between organizational employee engagement and organizational performance was confirmed.Practical implicationsOrganizations can improve their performance by enhancing employee engagement, which in turn, can be encouraged by empowering leadership and organizational collaboration culture. Organizations can also improve their performance by providing rewards and recognition appreciated by employees and ensuring justice to them.Originality/valueThis research contributes to the literature on employee engagement in the hospitality industry by demonstrating how organizational performance can be improved through employee engagement using a multilevel model. The findings highlight that organizations with engaged employees are more likely to achieve an innovative culture, which in turn, leads to organizational success. This study also confirmed that empowerment, leadership and collaboration culture help improve organizational performance in the hospitality industry.

IMPLEMENTATION OF THE BALANCED SCORECARD MODEL IN LOCAL SELF-GOVERNMENT AUTHORITIES

Relevance of the study is due to the need to implement tools of strategic municipal management in local self-government authorities in order to successfully complete the reform of decentralization. Foreign experience testifies that one such tool is the Balanced Scorecard (BSC) of Kaplan and Norton, which was evolved from a performance management tool for business to a dominant system of strategic management in the public setor. This tool allows use of non-financial indicators, take into account social aspects and environment as well as manage risks under uncertainty. The article argues that the BSC implementation in local self-government authorities will ensure the solution of the following tasks: 1) aligning the strategic and tactical goals with measures for their implementation; 2) increasing the institutional capacity of authorities (through development and motivation of personnel, formation of innovative organizational culture, introduction of performance management system, improvement of internal processes, development of information systems); 3) increasing the transparency and stakeholders confidence, in particular foreign investors, to attract financing in the post-war period. It was found that the structure of the BSC model and the algorithm of its implementation depend on the field of activity, size, tasks and features of the organization. An algorithm for developing the BSC model of the city council executive committee (its structural unit for the pilot project implementation) is proposed and the main strategies for the four components of this model (stakeholders, finance, internal processes, training and development) are identified. Based on the experience of Canada, Denmark, the Czech Republic and other countries, the main advantages, conditions of success and challenges of implementing the BSC concept in local self-government authorities are identified, taking into account political, organizational, financial and other aspects. It is proposed to define the ways to solve considered challenges using the design thinking methodology.

The Effects of ESG Activity Recognition of Corporate Employees on Job Performance: The Case of South Korea

Corporate environment, society, and governance (ESG) management activities have recently been consolidated in the business ecosystem, and many firms are considering their employees’ recognition and job changes according to organizational ESG strategy. This study aims to verify the effects of ESG activity recognition of corporate employees on job performance by mediating change support behavior, innovative organization culture, and job crafting. This study designs a structural equation model with a hypotheses based on previous studies. A questionnaire survey was carried out targeting large Korean manufacturing companies, and an analysis of 329 response copies was performed. As a result, ESG activity recognition did not directly affect job crafting, but it affected job crafting with the mediation of innovative organizational culture and change support behavior. ESG activity recognition also positively affected job crafting and job performance by mediating change support behavior and an innovative organization culture. Hence, the research shows that an innovative culture and change support behavior within an organization should be considered to improve ESG management performance.

The Effect of Organizational Culture on the Quality of Accounting Information Systems: Evidence From Vietnam

One of the approaches to assessing the organizational culture is to understand its effect on management functions, including the quality of accounting information systems. However, empirical studies about the influences of organizational culture on accounting information system quality, especially in the context of emerging countries like Vietnam, where accounting information is not reliable enough for decision making, have not yet provided enough evidence to confirm this relationship. This paper aims to investigate the effect of innovative organizational culture on the quality of accounting information systems by using the Structural Equation Model. A questionnaire was sent to the CEO, CFO, managers, and accounting staff of non-financial enterprises in Vietnam. With 649 valid respondents, the two-step approach was carried out, including exploratory factor analysis and confirmatory factor analysis and examining the significance of the coefficient through a path analysis. Our findings identified that organizational culture is an essential factor in enhancing the quality of accounting information systems of Vietnamese firms. Implementing an innovative corporate culture will improve system quality and information quality of the accounting information systems that help accounting information more sufficient for making decisions.

Methodological proposal to improve organizational innovation in the logistics sector of Cartagena, Colombia

This paper aims to design a methodological proposal to improve the innovation of companies belonging to the logistics sector in Cartagena, Colombia. The multiple case study methodology was applied, where nine axes that directly affect organizational innovation (strategy, culture, planning, people, tools, products/services, processes, efficiency, and capitalization) were analysed. The sample consisted of five Logistics Service Providers located in Cartagena. Among the main results of the research, it was found that planning is fundamental for improving organizational innovation because it is essential to have a stipulated strategic direction and to design a plan to propitiate an innovative culture in the company. Additionally, the company's diagnosis showed that most have innovative resources and processes; however, they do not have the necessary tools to implement the processes effectively. Finally, four of the five companies are working to develop an innovative culture, which places culture as the second most crucial axis after planning. These results led to the proposal of a methodology that seeks to improve organizational innovation levels and mainly focuses on three phases: Strategic Direction, Processes, and Results.

Views and experiences of young people, their parents/carers and healthcare professionals of the advance care planning process: A summary of the findings from a qualitative study

Background: Advance care planning for young people is relatively new in the UK. There is a lack of understanding about the engagement of young people in their own planning process, optimal timing of discussions and the facilitators and barriers to the engagement of young people. Aim: To explore the views and experiences of young people, their parents/carers and HCPs of the advance care planning process. Design: A qualitative study, using semi-structured interviews with young people, their parents/carers and healthcare professionals across four case series. Data were analysed using thematic analysis. Participants: Fifteen participants were interviewed: young people (n = 2), parents/carers (n = 5) and healthcare professionals (n = 8). Results: Three themes were identified from the findings. Key findings related to barriers and facilitators of engaging young people in their own care planning were apparent in the following areas: misperception of terms; hierarchies of power in relationships; and a flexible and innovative organisational structure and culture. Conclusion: Participants expressed a variety of views and experiences of advance care planning. Advance care planning was thought to be best initiated by a consultant when the young person is in their mid-teens, their condition is stable, and before they transition to adult care. Engagement was also considered to be facilitated by appropriate communication, developing relationships prior to initiating advance care planning, and written support for everyone involved in the process. These factors were supported by training and education for healthcare professionals and a flexible and innovative structure and cultures of organisations.

Servant Leadership, Organizational Culture and Organizational Citizenship Behavior on Innovative Work Behavior

This study aims to identify the relationship between servant leadership and organizational culture with innovative work behavior through organizational citizenship behavior . This research was conducted through a survey of 179 employees at one of the consumer goods industrial companies in Bekasi, Indonesia in November 2021, who had worked for more than one year from staff to management positions, by distributing questions electronically. The Smart PLS structural equation model is used to analyze the data. The results of the analysis show that servant leadership and organizational culture had positive effect on organizational citizenship behavior, servant leadership has an indirect relationship in increasing innovative work behavior, organizational culture and organizational citizenship behavior had positive effect to increase innovative work behavior in consumer goods industry employees. It is hoped that this research can be used as a reference in developing further research on the influence of servant leadership and organizational culture to increase innovative work behavior through organizational citizenship behavior and can be used as a consideration in implementing effective human resources.

Organisational Factors of Artificial Intelligence Adoption in the South African Construction Industry

The innovation of technology, particularly Artificial Intelligence (AI), has rapidly changed the world. It is currently at a nascent stage worldwide in the construction industry throughout the lifecycle of projects. However, construction organisations of developing countries such as South Africa are still lagging in recognising the need to adopt emerging digital innovations such as AI to improve the built sector’s performance. This study aims to identify organisational factors imperative to driving the adoption of AI in construction organisations. The study uses a quantitative survey approach to collect data through snowball sampling of industry experts on factors associated with AI adoption. With data from 169 respondents, exploratory factor analysis was adopted to identify critical organisational factors to ease AI adoption in the industry. Furthermore, confirmatory factor analysis was employed to demonstrate the relationship among the constructs. The study proposes 17 factors to drive organisational AI, categorised into four components; innovative organisational culture, competence-based development, collaborative decision-making, and strategic analysis. However, previous studies have identified organisational factors of AI in the construction and allied industries. This study presented the organisational factors of AI in the construction industry using EFA and CFA, a method not used in articles presented in the SLR identified. The use of CFA improves the measurement of the constructs. It thus enhances understanding of the underlying components of a construct and its relationship with AI in the construction industry.