Role Of Organizational Innovation Research Articles

Inclusive Leadership and Its Role in Organizational Innovation: Empirical Insights from IDEO’s Approach with Cineplanet

This study investigates the fusion of inclusive leadership and human-centered design thinking at IDEO, and their influence on fostering organizational innovation, specifically examining their application within Cineplanet, a key figure in the Peruvian and Chilean film industry. Since its inception in 1991 by David Kelley, Bill Moggridge, and Mike Nuttall, IDEO has championed transformative problem-solving in fluctuating market conditions. This report analyzes the amalgamation of IDEO’s teamwork and leadership models, examining the potential transference of their philosophy to augment Cineplanet’s service offerings and competitive stance. By dissecting the alignment of IDEO’s design thinking process with Tuckman’s Model of Group Development and exploring the synergy between distributed and inclusive leadership practices, this research provides a strategic framework for Cineplanet’s enhancement. The findings propose actionable recommendations for Cineplanet to adapt IDEO’s innovative culture to elevate customer experiences, thereby achieving sustainable market success.

The role of organizational innovation in the development of green innovations in Spanish firms

An exploration of the links between organizational and green innovation has been the subject of an impressive quantity of literature during recent years. In this study, the ability of firms to refine their organizational practices in accordance with external developments has been considered, particularly in the context of the introduction of updated environmental regulations and advanced technologies, with the aim of surviving and competing globally. In this study, it was postulated that organizational innovation was one of the main drivers of green innovation at the level of the firm. Hence, the intention here was to study whether green innovation was affected when businesses adapted their environmental strategies in alignment with organizational structures. Moreover, the paper aimed to explore whether there was any major disproportion in green innovation between firms in dirty and in clean sectors. To address these main points, a two-step regression using the generalized method of moments (GMM) was run on data relating to organizational innovation factors and green innovation constructs at the level of the firm, this information being drawn from the Technological Innovation Panel (PITEC) database. These panel data, based on the Community Innovation Surveys (CIS) framework, were used to detect innovations in Spanish firms by investigating long-term relationships between variables to control for nonobservable heterogeneity. The principal findings confirm that the organizational innovation variables studied did promote green innovation and that the dirty sector firms were more likely to undertake green innovations than those in the cleaner sectors.

The role of human resource management practices on organizational innovation: The importance of innovation driven human resource practices

The purpose of this study is to propose a bundle of HRM practices. Specifically, this study segments HRM practices in non-overlapping practices to examine their role in organizational innovation. The methodological approach is a quantitative approach using a convenient sampling technique to collect valid data of 126 service sector employees across five sales and service centers. The findings of this study reveal that both commitment and innovation driven HRM practices positively impact organizational innovation. Meanwhile, the results have shown that the High Performance Work System does not impact organizational innovation. Thus, this study argues that to confront the challenges associated with an ever-evolving nature of organizations, top management must use integrative HRM strategies that can yield a cumulative effect in driving organizational innovation.

Investigating the relationship between knowledge absorptive capacity and talent management with organizational performance

Background: The capacity to absorb knowledge and manage organizational talent and performance is important to the survival of organizations. The aim of this study was to investigate the relationship between knowledge absorptive capacity and talent management with the performance of the organization. Methods: This applied research used the causal design. The statistical population and sample size were 500 and 217 nurses, respectively. Three standard questionnaires were used to collect data. The knowledge absorption capacity questionnaire had Cronbach's alpha 0.705 and included 19 items. Moreover, the organizational innovation variable of the Atlay and Akif questionnaire with Cronbach's alpha 0.795 and 18 items, Hersi and Goldsmith with Cronbach's alpha of 0.762 with 42 items, and Phillips and Rapper with 28 items were used for the talent management component. Data were imported to SPSS20 and analyzed using PLS Descriptive and inferential statistics. Results: The mean age of participants was 24.3±4.5.3 years, 52.54% of nurses were male and 42.46% were female. Also, 61.75% of nurses had a bachelor's degree and 38.15% had an MSc degree. Mean±SD of knowledge acquisition capacity was 17.56±4.63, that of talent management was 17397±4.87, that of organizational innovation was 18.22±4.65. and that of organizational performance was 18.39±4.95. Knowledge acquisition capacity, and talent management had a significant relationship with innovation and organizational performance (1.96<2.57, 3.8, 5.41 and 2.63), and organizational innovation was also correlated with organizational performance (1.96<2.94). According to the results of the Sobel test, the capacity to absorb knowledge and talent management was related to organizational performance with the mediating role of organizational innovation (1.96<2.45 and 3.21). Conclusion: Given the relationship between knowledge absorptive capacity and talent management with organizational performance, managers should be able to effectively improve the capacity to absorb knowledge and spread it throughout the organization.

Internal Auditors’ Role in Organizational Innovation: A Social Network Perspective

Internal Auditors’ Role in Organizational Innovation: A Social Network Perspective

Do Enterprise Systems Necessarily Lead to Innovation? Identifying the Missing Links with A Moderated Mediation Model

Background: Despite widely implemented, enterprise systems remain an unsettled role in organizational innovation. This study purposes to address the effects of enterprise systems (ES) on firm innovation by adopting resource-based theory and capability building theory to focus on ES-enabled competence, rather than ES investment or implementation. ES-enabled competence is proposed to mediate the effect of ES integration on innovation performance. We further propose that continuous improvement moderates (1) the relationship between ES integration and ES-enabled competence, and (2) the relationship between ES-enabled competence and innovation performance. By examining these effects, we aim to discover how ES enables innovation at operational and strategic levels separately. Method: A survey method is conducted to explore the relationship between enterprise systems (ES) and innovation. Data are collected from manufacturing companies in 10 countries of three regions, i.e., Europe, Asia-Pacific, and the USA, and analyzed by using structural equation modeling technique. Results: We confirm the roles of enterprise systems as a resource and a capability and the effects of these roles on innovation—including the operational outcome, new product development performance, and the strategic one, innovation uniqueness. We demonstrate that continuous improvement moderates the mediation paths, namely “ES integration – ES-enabled competence – innovation performance”. The moderated mediation effect exists among continuous improvement, ES integration, ES-enabled competence, and innovation uniqueness. Conclusion: This study contributes to the ES and innovation research by uncovering the micro-foundation underlying ES-enabled innovation from a capability-based framework and elaborating the moderating role of continuous improvement in enhancing innovation.

Intellectual capital and entrepreneurial ecosystem: the mediating role of organisational innovation and entrepreneurial intentions

Intellectual capital and entrepreneurial ecosystem: the mediating role of organisational innovation and entrepreneurial intentions

Organizational Innovation in Knowledge Intensive Business Services: The role of Networks, Culture and Resources for Innovation

Among the service sector firms, knowledge-intensive business services (KIBS) are highly innovative. Traditionally, innovation has looked from a product or process innovation point of view. However, companies may also innovate in terms of their administrative processes and organizational structures, and this is referred to as Organizational Innovation (OI). Organizations have network relationships with their Customers (NC), Suppliers (NS), Select Competitors (NCOM) and Investors (NI). These networks are important sources of knowledge, technology and resources. Furthermore, the Culture for Innovation (CI) and Resources for Innovation (RI) within a firm needs to be considered. The study evaluates the role of NC, NS, NCOM, NI, CI and RI on OI. A cross-sectional survey of middle- to senior-level executives in KIBS firms in India was carried out, and it was found that CI and NI have a positive effect on OI, while NC has a moderately positive effect on OI. A culture for innovation in KIBS firms stimulates innovation. Strategic investors are able to bring knowledge from the outside world and thus play an important role in OI. Similarly, client relationships may foster OI as administrative processes, and organizational structures need to be aligned to the needs of the clients.

Unravelling the HRM practices and performance link in Malaysian SMEs: The role of organizational innovation

Many studies have focused on direct link between HRM practices and organizational performance. There is a strong relationship between these two variables that driven further research to identify the mechanism through which such relationship exists. Following resource-based view (RBV), the aim of this research was to investigate the indirect effect of organizational innovation on HRM practices-performance linkage. Data was collected from owners/managers of manufacturing SMEs in West Malaysia. 331 (60.5%) distributed questionnaires were received and analyzed through PLS-SEM. Out of six hypotheses on mediation, only one hypothesis was rejected. The findings strongly supported the RBV theory when organizational innovation significantly mediated the relationship. These results clearly indicate that organizational innovation plays an intermediate role between HRM practices (i.e. communication and information sharing, compensation, selection, performance appraisal, and training and development) and organizational performance of SMEs.

Understanding the Internal and External Communicative Drivers of Organizational Innovativeness

Organizational and communication studies have established that communication plays a critical role in organizational innovation, because internal and external communication allows individuals, groups, and organizations to recombine existing knowledge into new ideas. In light of this, this research re-directs our attention to the specific communicative antecedents of an organization’s overall propensity for innovation. Survey data from 293 nonprofit organizations showed that interorganizational partnership diversity, knowledge sharing via the use of information communication technologies (ICTs), and entrepreneurial orientation affect organizational innovativeness, with differential effects on administrative innovativeness and technological innovativeness. Specifically, interorganizational partnership diversity promoted administrative innovativeness but had an inverted U-shaped curvilinear relationship with technological innovativeness. Effective ICT-mediated knowledge sharing improved technological innovativeness only. The combination of interorganizational partnership diversity and EO (i.e., proactiveness) increased administrative innovativeness. However, interorganizational partnership diversity and effective knowledge sharing indirectly influenced technological innovativeness via proactiveness. This study advances research on organizational innovation, ICTs, and interorganizational networks.

Strategic Management of HRM Practices and Innovation Performance in the High Tech Fiberglass Sector in Bahrain: Mediating Role of Organizational Innovation

Growing use of fiberglass admixture in construction along with automotive industries has escalated demand of fiberglass among the firms and fueling them with the innovational strategy in order to be competitive. Fiberglass businesses being one of the high-tech sectors have to consider many domains. Although, due to the inflexibility of employees, the absence of innovative atmosphere and monopolistic composition, employees are unwilling to be innovative in organizations. The current study argued that strategic management of new HRM practices through enhancing more skillful, talented, committed, motivated can further innovation and innovational employees that helps in higher productivity of the organization. However, to demonstrate this connection is insufficient in terms of empirical evidence. Consequently, the main objective of this investigation to examine role of strategic management of New HRM practices on innovation performance followed by the mediation of organizational innovation. Data has collected from Bahrain’s manufacturing sector of fiberglass that came up with significant positive association between the endogenous and exogenous variables.

Laissez fair leadership role in organizational innovation: The mediating effect of organization structure

Laissez fair leadership role in organizational innovation: The mediating effect of organization structure

기업들은 언제 공동 R&D를 수행하는가? : 조직혁신과 보호수단의 역할

기업들은 언제 공동 R&D를 수행하는가? : 조직혁신과 보호수단의 역할

Examination of knowledge management and market orientation, innovation and organizational performance: Insights from telecom sector of Pakistan

Knowledge Management and Market Orientation have become buzzwords today owing to their importance for enhancing organizational performance. Innovation has become the strategic need of organizations at present in order to contend with the extreme market competition. The objective of this research was to examine the impact of knowledge management orientation on a firm’s performance with the mediating role of organizational innovation and market orientation. Data was collected through personal survey-based questionnaire. Based on a survey of 343 employees from Telecom Sector of Pakistan, this study applied Structural Equation Modeling (SEM) Technique to observe the research model. The results of the study demonstrate that knowledge management orientation plays an affirmative role in the promotion of organizational performance. The organizational innovation has significant impact on the performance of the organization. It was also revealed that there is positive effect of market orientation on organizational performance. Moreover, innovation and market orientation were observed to have mediating role in the knowledge management orientation-organizational performance linkage. As, the global phenomenon exposes that if the knowledge management, market orientation and innovation in relation to performance are being practiced, then the results are promising, driving extensively in a constructive way as validated by the literature review. Consequently, this research is one the first attempts in Pakistan towards the perspective i.e. knowledge management orientation, organizational innovation, market orientation in relation to the performance of an organization. It will further contribute towards the local academic and viable arena of Pakistan.

The rural creative class: An analysis of in‐migration tourism entrepreneurship

AbstractThis study examines the creative class group in Chinese tourism destinations made up of in‐migration tourism entrepreneurs confronting the need to diversify away from city life. Based on a questionnaire survey of those rural tourism entrepreneurs who have set up business in the two townships of Huanglongxi and Luodai, and drawing upon social practice theory, the study explores concepts of entrepreneurship, organizational innovation, and sustainable competitive advantage. It shows how the entrepreneurship of the in‐migration creative class has played a crucial role in organizational innovation in the tourism industry and how they have made significant contributions to sustainable competitive advantage.

Effect of IT Application on Project Performance Focusing on the Mediating Role of Organizational Innovation, Knowledge Management and Organizational Capabilities

The purpose of this study is to examine the effect of IT application on project performance focusing on mediating role of organizational innovation, knowledge management and organizational capabilities using SEM. For this purpose, 194 managers, supervisors and experts of software developer companies participated in this study. Participants were asked to complete a questionnaire on each subject. SEM was used to analyze data using the LISREL software. Results are thoroughly discussed in this paper and the findings support the role of IT application, organizational innovation, knowledge management and organizational capabilities on project performance and project benefits.

Service response to economic decline: Innovation actions for achieving strategic renewal

This paper develops process theory on how service firms deal with persistent economic decline and the practices they adopt to overcome it. It examines how a knowledge-based service activity — commercial archeology — attempts to overcome environmental constraints of increasing complexity and economic downturn, as it unfolded over an 8-year period. This longitudinal, multimethod field study illustrates how confronting an external crisis may actually lead surviving firms to attempt innovation actions, a critical factor in achieving organizational renewal. Findings suggest that the renewal ability of highly dynamic services hinges on which innovation activities firms select and adopt, whether they implement them effectively, and the consequences of such implementations. This article contributes to the development of theory about the role of organizational innovation in service adaptation by offering insight into the link between strategic renewal and innovation activities.

Conceptualizing organizational innovation: The case of the Brazilian software industry

This paper presents and tests a conceptual model that explains the innovation practices and innovation outcomes in Brazilian software firms. In terms of internal and external innovation capabilities, the ability to manage the relationship between people and their organizational contexts plays an important role in organizational innovation. Based on these results, we propose that the disparities between software firms in building organizational innovation can be attributed, in part, to differences in their internal capabilities. The paper aims at encouraging and supporting managers to develop internal capabilities as a means of effectively leveraging the internally and externally distributed knowledge essential to innovation development.

Organizing for Radical Generic Innovation: A Model for Science-Based Ventures

Science-based ventures are very different from more widely studied technology ventures, such as those built to exploit technology developments in electronics, computers, and software. Organizational challenges for science based ventures centre around long timelines, high capital requirements, and high levels of uncertainty. In this paper, the founding and evolution of a science-based venture – NanoGram/NeoPhotonics – chosen for its high value creation from radical, generic technology, is presented. Analysis of the commercialization strategy of this exemplar reveals the role of organizational innovation in overcoming their commercialization challenges. A model is proposed demonstrating how science-based ventures can create value through targeting multiple markets with different entities, each with a narrow operational focus. Case study evidence also demonstrates that, for science-based ventures, the effectuation process of evolution involves a tradeoff between experiment fidelity on the one hand and speed and cost on the other.

Examining the effect of organizational learning on organizational innovation and financial performance of listed companies in Tehran stock exchange

This study intends to examine how organizational learning affects company's financial performance regarding mediation role of organizational innovation. This applied research has a correlational-descriptive aim. The statistical population consists of listed companies on the Stock Exchange. Using simple random sampling, the researcher started the examination on 110 branches for which a questionnaire was used. To examine reliability of the questionnaire, Cronbach's alpha was used, where confirmatory factor analysis was used to examine the validity of questionnaire. Proper validity and reliability was reported in the questionnaire used in this study. Eventually, covariance matrix analysis was used to examine research hypotheses. The results indicated that organizational learning affects enhancing company's financial performance.