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"Organizational Innovation"
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Continuous improvement in organizations
\"This book presents what you need to know to really implement continuous improvement in companies or other organizations. In addition to all the support needed for this to make sense, the importance of the right direction to guide it is unveiled. This book was written with the aim of helping engineering students in courses related to operations management to develop skills in this area, as well as businessmen with curiosity about this subject, production directors, people responsible for continuous improvement and all professionals working in companies or other organizations with responsibility for their performance and their future\"-- Provided by publisher.
Book
How to Motivate Employees for Sustained Innovation Behavior in Job Stressors? A Cross-Level Analysis of Organizational Innovation Climate
The starting point of organizational innovation is employees’ creative thinking and innovation behaviors at work. In addition to personality and innovation willingness, innovation behavior depends on the level of support available in an organizational environment. The data used in this study were collected from 74 R&D teams (418 employee participants) in technology companies in Taiwan, and a multi-level analysis was conducted to investigate the relationships among job stressors, creative self-efficacy, and employees’ sustained innovation behavior, as well as the role of the organizational innovation climate between creative self-efficacy and employees’ innovation behavior. The research findings revealed significant positive relationships between challenge stressors and employees’ sustained innovation behavior, as well as significant negative relationships between hindrance stressors and employees’ sustained innovation behavior, mediation effects of creative self-efficacy on job stressors and employees’ sustained innovation behavior, and moderation effects of the organizational innovation climate on employees’ creative self-efficacy and sustained innovation behavior. An enterprise could place some working-related stress on employees and create a rich internal innovative climate to induce innovation behavior in its members.
Journal Article
Effects of organisational culture on organisational innovation performance in family firms
Purpose
– The purpose of this paper is to examine the effects of organisational culture (OC) on organisational innovation performance (OIP) in family small and medium-sized enterprises (SMEs). It seeks to establish the type of culture that lead to high innovation performance in family firms.
Design/methodology/approach
– A postal survey of family SMEs across sectors in the UK is conducted. The study employs multiple regression analyses to test which family business culture has an effect on OIP. Among the family business cultures tested are: an external cultural orientation, a flexible and open OC as well as an organisational climate based on open communication and trust, the founder culture, and a long-term cultural orientation.
Findings
– The findings show that a paternalistic and founder culture type do not have a positive effect on family firm innovation performance, but an entrepreneurial-like culture does, i.e. one that is externally oriented, flexible, proactive (refer to an open culture) and long-term oriented. Similarly, an inward focus culture such as, the founder culture impedes innovation; while an outward focus culture such as, an external orientation culture has a positive effect on family firm innovation performance.
Originality/value
– This study makes valuable contributions to the understanding of theory and practices of innovation in family businesses. It provides future research directions.
Journal Article
A nexus among high performance work systems, employee engagement, perspective-taking, trust in leader and organisational innovation: an insight from developing country
PurposeThe purpose of this research is to examine the relationship between high- performance work systems (HPWS) and organisational innovation in hospital settings, examining the role of employee engagement as a mediator in this relationship. Additionally, the study aims to investigate the moderating role of perspective-taking between HPWS and employee engagement as well as the moderating effect of trust in leader on the connection between employee engagement and organisational innovation.Design/methodology/approachA quantitative-deductive causal method, along with a cross-sectional approach, was utilized. Structural equation modelling was applied to analyse data from a sample of 530 doctors employed in hospitals, practicing human resources management in the public and private sectors of Sindh province, Pakistan.FindingsThe findings show positive effects of HPWS on employee engagement and organisational innovation. Additionally, employee’s engagement partially mediates the relationship between HPWS and organisational innovation, while the moderating role of perspective-taking significantly influences the link between HPWS and employee engagement.Originality/valueWhile HPWS are recognized for enhancing organisational innovation, this study confirms their positive effects on individual and organisational outcomes, particularly within the healthcare sector in Pakistan. This study suggests that when HPWS are effectively perceived and implemented, these integrated practices can be beneficial for both employees and organizations, even in challenging situations.
Journal Article
Toward Sustainable Development: The Causes and Consequences of Organizational Innovation
As society continues to evolve, environmental contextual factors continue to change. The primary purpose of this study is to investigate the relationship between organizational innovation and individual, organizational, and environmental context variables, as well as the impact of organizational innovation on the performance of an organization. This study will investigate the incorporation of relevant aspects of environment, society, and governance into organizational innovation, and investigate its influencing factors on innovation. The information electronics industry based at Hsinchu Science Park was selected to gather data for this study. Overall, the number of valid questionnaires recovered was 138, with an effective recovery rate of 45.25% (138/305). The findings of this study are in support of environmental and organizational variables having the largest explanatory power for organizational innovation, while individual creativity was found to have less of a correlation with organizational innovation. This study has expanded and continued to make breakthroughs and contributions in studies on ESG and sustainability-oriented organizational innovation.
Journal Article