Adaptive culture and product/service innovation outcomes

Verdú‐Jover, Antonio J.; Alós-Simó, Lirios; Gómez‐Gras, José‐María

doi:10.1016/j.emj.2017.07.004

Cited by 51 publications

(61 citation statements)

References 104 publications

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“…Organizational culture is defined and used largely as a correctly steady set of values, beliefs, assumptions, and symbols distributed in the organization and according to this formation, researchers have developed studies regarding the relationship among several types of cultures and innovation results [17]. Organizational culture is the common beliefs, principles, standards, and assumptions that form behavior by building commitment, giving direction, generating a combined identity, and building a community.…”

Section: Organizational Culturementioning

confidence: 99%

Organizational Culture as an Indication of Readiness to Implement Industry 4.0

Nafchi

Mohelská

2020

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Industry 4.0 has managed to attract lots of attention from researchers because of the benefits it has to offer and many studies about Industry 4.0, as well as readiness and maturity models, are available from the technological point of view. Meanwhile, the organizational culture dimension of Industry 4.0 has received little to no attention. The aim of this paper is to find out whether or not the size and type of an organization influence the innovative culture and consequently the readiness of the organization for implementing industry 4.0. Results show that the innovative organizational culture according to the index of organizational culture does not depend on the size of an organization but to some degree depends on the type of the organization.

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Section: Organizational Culturementioning

confidence: 99%

Organizational Culture as an Indication of Readiness to Implement Industry 4.0

Nafchi

Mohelská

2020

Information

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“…the predictive validity model), and second PLS facilitates the modeling of formative constructs [72], [73]. [6], [33], [76] Process Innovation: A new or significantly improved production or delivery method Enhanced Organizational Performance and Growth [22], [23] Social Innovation: Meet social needs in a better way than the existing solutions Social Impact [28]; Investment in Green Initiatives [77] 5 Results…”

Section: Methodsmentioning

confidence: 99%

“…Additionally, innovation goals are easier to achieve in organizational cultures that have institutionalized the value of change [32]. Thus, a company that facilitates change within its organizational culture can continually innovate [33]. [35] fostering an organization's ability to continuously learn and innovate [35].…”

Section: Innovation Culturementioning

confidence: 99%

Enterprise Social Network Applications: Enhancing and Driving Innovation Culture and Productivity Through Digital Technologies

Abhari

Ascue²,

Boer³

et al. 2021

Proceedings of the Annual Hawaii International Conference on System Sciences

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Enterprise Social Network (ESN) applications offer new opportunities for organizations to mobilize employees, promoting innovation beyond traditional R&D functions. Despite the popularity and success of these applications, current research has yet to fully explore the potential of ESN applications as both drivers of productive innovation and innovation culture, specifically. This paper proposes a theoretical framework that explains the role of ESN applications in facilitating organizational-wide ideation, collaboration, and socialization, thereby promoting innovation culture and innovation productivity. This study reveals that the dimensions of innovation culture, namely knowledge sharing, transparency, and risk tolerance, mediate the effects of ESN applications on the measures of firm innovation productivityproduct/service innovation, process innovation, and social innovation. The findings presented here have implications for theory and practice, namely concerning building an organizational culture that promotes open innovative behavior using social technologies.

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“…Recently, this view of brand culture has shifted to one that can help audiences feel a sense of belonging to the brand. Further, it focuses on the idea of building community and co-creating groups centered around the brand [40,41]. Although it is widely agreed that culture provides potentially productive areas for brand development, researchers have suggested that most research is yet to address this historical culture's importance in brand development [38].…”

Section: Brand Culturementioning

confidence: 99%

The Influence of Traditional Cultural Resources (TCRs) on the Communication of Clothing Brands

Fan

Zhou

2020

Sustainability

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Recently, traditional cultural resources (TCRs) have become a core part of enterprise clothing branding strategies. Such clothes, expressed in traditional culture, are widely accepted and recognized by audiences. Unfortunately, industry has leveraged these brands poorly and created ones that lack sign-cognition of TCRs. This has resulted in products reflecting shallow traditional cultural patterns (sign-form) rather than deeper adapted cultural expressions. The negative association resulting from this shallow and generic patterning in branding can be harmful for TCRs and damage the image of a brand in the minds of the people, thereby threatening the survival and long-term development of the brand. In order to solve this problem, this study divides the solution into three steps:(1) defining and understanding sign-meaning and sign-function in TCRs from the context of existing literature; (2) assessing, evaluating and breaking down sign-meanings, via in-depth interviews, into several sign-production sub-categories: (a) cultural attribution orientation; (b) knowledge perception orientation; and (c) stakeholders orientation; (3) Utilizing a typical brand development case study to demonstrate how these sign-meaning sub-categories can be help a brand better communicate with its audience. Firstly, it is noted that cultural attribution orientation: (a) expands the notion of brand culture; (b) promotes the movement of the design language of a brand from a dependent development into an independent development; and (c) connects the brand with potential audiences through a cultural gene transmission. Secondly, it is noted that knowledge perception orientation not only expands the foundation of expert groups but also provides TCRs-related to platforms of learning for audiences (e.g., to convey the brand's social reputation of responsibility through educational communication). Thirdly, stakeholder orientations provide a foundation for brand integration with commercial resources and thus transform the brand to combine with social, commercial and industrial forms of collaboration. Beyond these three sub-categorizations, the study shows that sign-functions of TCRs can have an influence on cultural transformation, academic cohesion and social connection for clothing brands. This study provides a new perspective on TCRs with respect to sign-meaning and sign-function. TCRs can help clothing brands expand to reach audiences of traditional communication media, such as fashion shows. They can also help establish a more stable community mode of communication for non-commercial purposes.

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Adaptive culture and product/service innovation outcomes

Cited by 51 publications

References 104 publications

Organizational Culture as an Indication of Readiness to Implement Industry 4.0

Organizational Culture as an Indication of Readiness to Implement Industry 4.0

Enterprise Social Network Applications: Enhancing and Driving Innovation Culture and Productivity Through Digital Technologies

The Influence of Traditional Cultural Resources (TCRs) on the Communication of Clothing Brands

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