A closer look at determinants of organizational capability to innovate (OCI)

Abstract

PurposeThe purpose of this paper is to provide a portrait of the main managerial and organizational determinants of organizational capability to innovate (OCI). Despite its importance, research on the subject seems limited, and little attempt has been made, over the years, to offer an in-depth and simultaneous analysis of these particular determinants, as well as an exploration of the underlying and complex mechanisms explaining their relationships to OCI.Design/methodology/approachA systematic review of articles published between 1991 and 2018 was conducted in ProQuest (ABI/INFORM Collection) and Scopus databases. A total of 64 articles were selected and analysed through the use of a coding grid.FindingsResults highlight five key OCI determinants, namely: leadership, support, communication, culture, and learning. By using the dynamic capabilities theory (DCT) as a framework, this research suggests ways to better understand the dynamic action of these determinants as well as their contributions to OCI. Findings also suggest that OCI should be defined at the confluence of three perspectives (human, procedural and environmental aspects) to embrace the multiple facets of this complex construct. Proposals for future research are provided on how OCI can be better examined.Originality/valueThis research helps to understand the five core determinants through an integrated and holistic view and represents the first attempt to systematically analyse the scientific literature on OCI through the DCT lens.

Transformational leadership and non-family employee intrapreneurial behaviour in family-owned firms: the mediating role of adaptive culture and psychological empowerment

“…While transformational leadership has been demonstrated to be a critical premise of intrapreneurship (Afsar et al, 2017;Farrukh et al, 2021;Huynh, 2021;Moriano et al, 2014), its effects are context-dependent and frequently inhibit corporate innovation (Montreuil et al, 2020). Family ties may impede strategic entrepreneurship in family-owned businesses (Arzubiaga et al, 2018).…”

The effect of transformational leadership on nonfamily international intrapreneurship behavior in family firms: the mediating role of psychological empowerment

“…Although leadership is proven to be a significant premise of intrapreneurship, its effects depend on the organizational cultural context, and in many cases, can hinder corporate innovation (Montreuil et al, 2020). Familiness is a resource for strategic entrepreneurship in family-owned firms (Arzubiaga et al, 2018;Kansikas et al, 2012).…”

In search for the missing link: studying the interrelationship between organizational learning and organizational culture change

“…Moreover, we find innovation management studies investigating the determinants of organizational innovation capability constituting a sub-stream of this specific research. Scholars argue that innovation processes are essentially OL processes, and find that among other factors, OC impacts the capability of organizations to generate innovative products and services (Tian et al, 2018;Ghasemzadeh et al, 2019;Mendoza-Silva, 2020;Montreuil et al, 2020). Empirical studies identify a mutual interplay between OC and other factors that enable OL, like for example between OC and the willingness to take risks and an orientation toward technological innovation (Herrmann et al, 2007), visionary leadership and HR policies (Liang et al, 2020) or open mindedness in OC and organizational memory (Kmieciak, 2019).…”