Cultural influence on innovativeness - links between “The Culture Map” and the “Global Innovation Index”

Guillén, Viola Isabel Nyssen; Deckert, Carsten

doi:10.1186/s40991-021-00061-x

Cited by 10 publications

(6 citation statements)

References 20 publications

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“…In this perspective, CSR can play a very strategic role in relation to the objective of territorial cohesion, which is increasingly central to European policies (Begg, 2010;Nyssen & Deckert, 2021). This could perhaps also help to support the theme in terms of scientific and political analysis that still seems weaker than it could be (Medeiros, 2016).…”

Section: Discussionmentioning

confidence: 99%

Corporate social responsibility. A strategy for social and territorial sustainability

Carrera

2022

Int J Corporate Soc Responsibility

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Globalization and financial processes have progressively generated an intense and problematic phenomenon of disconnection between companies and their territories. Breaking of the spatial link has often led to the breaking of the social bond and the rupture of territorial cohesion.In order to counteract this process of progressive lack of solidarity and social trust between companies and territorial communities, a very important role can be played by Corporate Social Responsibility. From few decades the European and the national reflection was focused on “Corporate Social Responsibility” considered a fundament strategy able to activate the (re) construction of new forms of solidarity and to create favorable conditions for social and economic sustainable growth, restoring continuity between activities and long-term effects connected to them. In this perspective, the corporate territorial welfare is its empirical expression, and a strategic tool to achieve the goal of counteract social and geographical peripherality to guarantee a polycentric and sustainable development of territories and highest level of quality of life of local communities.To grasp this new type of relationship that companies can establish with “their” territories starting from their choices of welfare, different models of corporate welfare introduced in some companies in Puglia have been analyzed. A specific attention has been dedicated to the particular form of corporate welfare extended to the territory and therefore to territorial stakeholders. These actions, when present, go well beyond the most classic attention to employees, and can be considered opportunities to give shape or rebuild the most direct link with the territories. In order to investigate the corporates’ welfare choices, we have used a qualitative methodology interviewing the human resources managers of several Apulian companies and asking them about welfare choices.From the analysis carried out it has been possible to define a typology of enterprises in relation to the adopted model of welfare.The objective that we intend to pursue with this ongoing research is to define a kind of open catalogue of good practices that can facilitate the choices of companies to adhere to innovative forms of corporate and territorial welfare.

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Section: Discussionmentioning

confidence: 99%

Corporate social responsibility. A strategy for social and territorial sustainability

Carrera

2022

Int J Corporate Soc Responsibility

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“…Moreover, fostering a global outlook and culture of innovation, incentivizing experimentation, cross-cultural collaboration, and risk-taking among employees is essential [19,30,43]. Organizational cultures emphasizing learning, openness, and sustainability catalyze innovation, furnishing a competitive edge for sustainable development [12,16,23].…”

Section: Literature Review and Hypothesesmentioning

confidence: 99%

“…Innovation culture serves as a cornerstone for fostering sustainable economic growth and prosperity, a crucial driver of competitiveness [16,18], and a leading strength for enhancing productivity, driving growth in sales volume, and solidifying a company's international competitive standing [3,45]. The innovation cultural guidelines that concentrate on domestic markets differ from those applied to the global innovation culture, which frequently involves a dedication to fostering collaboration among engineering teams distributed across diverse cultures and borders to facilitate the exchange of best practices and the integration of diverse perspectives and approaches to innovation [30].…”

Section: Global Innovation Culture (Gic) and Gpd Performancementioning

confidence: 99%

“…On the other side, thriving in this evolving landscape requires GPD firms to navigate a multifaceted operational environment marked by intense global rivalry, fleeting time-tomarket, shifting consumer preferences, and the imperative need to secure a competitive advantage in local pricing [9][10][11]. Scholars have examined the factors likely to influence successful GPD practices across organizational, technical, and operational dimensions, where the significance of specific elements has been underscored for sustainable success, such as organizational capabilities [12][13][14][15], organizational culture [12,[16][17][18], sustainable innovation [17,19,20], and high performance [3,8,11,21].…”

Section: Introductionmentioning

confidence: 99%

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Toward Sustainable Global Product Development Performance: Exploring the Criticality of Organizational Factors and the Moderating Influence of Global Innovation Culture

Malek,

Yang,

Dhelim

2024

Sustainability

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In today’s dynamic and global landscape, innovation and globalization are intricately linked drivers that propel modern businesses forward, serving as indispensable pillars upon which organizations heavily rely to maintain their competitive edge. Leveraging innovation within the context of global product development (GPD) practices is imperative for organizations seeking to survive and effectively compete in the rapidly evolving marketplace. While preceding studies have primarily focused on the importance of individual and organizational capabilities, policies, and cultural factors in driving product development (PD) performance, they often overlook their interconnectedness within a global context. To address this gap, this study delves into the relationship between organizational factors and global product development performance (GPDP) while examining the moderating influence of global innovation culture (GIC). These organizational factors encompass technological innovation capabilities (TICs), team creativity (TC), dynamic capabilities (DCA), and competitive advantage (CA). Our hypothesis suggests a positive impact of these factors on GPD performance. Employing a structural equation modeling (SEM) approach through SMART-PLS 3, we analyzed data collected from 480 questionnaire forms distributed among registered global product development (GPD) organizations operating in China. The empirical findings underscore the significant influence of organizational factors on GPD performance, highlighting the critical role of global innovation culture in shaping these relationships. These insights shed light on the importance of establishing a harmonious balance between organizational culture and various factors to enhance interaction among organizational elements and optimize global product development performance. Ultimately, these efforts can lead to improvements in the overall effectiveness and sustained global product development.

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“…The studies that refer to Meyer’s research, which we can position within the scope of international business and management issues, can be divided into subheadings as follows: Project management (Rodríguez‐Rivero, 2018), leadership (Caldwell and Prizant, 2017; Asghar and Tabassum, 2020; Service et al , 2019), innovation (Nyssen Guillén and Deckert, 2021), change management (Van der Zouwen, 2019), organizing (Masai and Zanni-Merk, 2016), decision-making (Cheung-Judge, 2018), planning (Gampelaere, 2016), negotiation (Chung and Celadon, 2019), group work and well-being (Duguleană, 2014). Research also uses Meyer’s Cultural Map to understand various characteristics of emerging markets.…”

Section: Literature Reviewmentioning

confidence: 99%

As an emerging market Turkish culture’s quest to be positioned on Meyer’s cultural map

Dinçer,

Yıldırım,

Dil

2023

RIBS

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Purpose This study aims to reveal Türkiye's place on the global cultural map through eight dimensions compared to other countries with the help of these two subresearch questions: “Where is Türkiye positioned on Meyer's map, and how is the positioning when country groups are taken into account?”. Design/methodology/approach This issue is considered necessary regarding the country’s business culture, which is an emerging market. For this, 17 senior executives engaged in international trade activities were selected as cases. The eight dimensions of Erin Meyer’s culture map were analyzed by considering the interview data obtained from the executives. Findings As a result of the analysis, it was determined that Türkiye is in a position that can be called an east–west synthesis in terms of culture, even though it is geographically evaluated within MENA and that it is located close to the middle of the continuum axis on the basis of almost all dimensions. However, the three dimensions out of eight – communication, deciding and trusting – are relatively far from the middle. The authors believe that this situation is closely related to Türkiye’s unique historical characteristics. Research limitations/implications The placement of the nations on a cultural map may be useful for practitioners. By looking at the relative position on this map and taking it into consideration while building connections and negotiating, for instance, businesses and policymakers who wish to enhance their ties with Türkiye can be aware of the distinctions between their own countries and Türkiye. The inhibiting nature of qualitative research prevents generalization; however, much bigger data set may be used for a comparable approach. Further research can be done to solve this issue because the cases under examination do not permit comparisons specific to the American continent. Originality/value The theoretical contribution of this study lies in its focused revelation of Turkey’s cultural positioning within the context of emerging markets. Positioning the countries on the cultural map can provide some convenience to the practitioners. Türkiye is a crucial clustering center when global production is considered. This opens the country to contact other cultures and enables intercultural transfer and learning.

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Cultural influence on innovativeness - links between “The Culture Map” and the “Global Innovation Index”

Cited by 10 publications

References 20 publications

Corporate social responsibility. A strategy for social and territorial sustainability

Corporate social responsibility. A strategy for social and territorial sustainability

Toward Sustainable Global Product Development Performance: Exploring the Criticality of Organizational Factors and the Moderating Influence of Global Innovation Culture

As an emerging market Turkish culture’s quest to be positioned on Meyer’s cultural map

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