Gender differences in the relationship between innovation and its antecedents

Steyn, Renier; Bruin, Gideon P. de

doi:10.4102/sajbm.v51i1.1675

Cited by 4 publications

(3 citation statements)

References 74 publications

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“…(Biga-Diambeidou et al, 2021;Roh and Koo, 2019). Men and women show no differences in their innovativeness (Steyn and de Bruin, 2020;Nählinder et al, 2015), Cropley and Cropley (2017) and Schneid et al (2015) found a significant negative impact of gender diversity on innovation performance. The caused of which is a social categorization process, amplified by national culture, whether it is collectivistic or individualistic societies.…”

Section: Literature Reviewmentioning

confidence: 87%

Barriers, Challenges, and Benefits: Gender Diversity in Technology-Based New Venture Team Innovation

Yalina,

Graham,

Ghobadi

2023

ECIE

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This paper introduces the early phase of research designed to unpack the phenomenon of gender diversity intechnology new venture teams including its barriers, potential benefits, and challenges. We present some preliminary casestudy findings from 13 interviews with team members from three technology new ventures in Indonesia. This researchsetting allows us to investigate a unique cultural context in a developing country. The present study addresses a significantresearch gap by elucidating various viewpoints of new ventures towards gender diversity within the same institutionalcontext, thereby enabling a nuanced understanding of their ability to leverage the potential benefits of gender-diverse teamsfor innovation. Specifically, our findings reveal that new ventures have different abilities to navigate the barriers andchallenges associated with gender diversity. This study identified three distinct barriers, namely the acquisition of genderbalancedapplicants, the mitigation of gender-specific bias, and the effective management of dynamics team composition.In addition to the potential benefits of having a gender-diverse team, such as enhanced collaboration, balanced thinking,and inter-group competition, our research has identified three significant challenges. These include the need to overcomecultural and social norms that hinder gender diversity, effectively managing diversity management practices, and improvingemployee engagement and a sense of belonging. The initial results of our study offer some practical and theoreticalimplications for enhancing the potential of new ventures to leverage the advantages of gender-diverse teams to promoteinnovation. These we aim to study further as the doctoral investigation advances further through more extensive case studyanalysis.

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Section: Literature Reviewmentioning

confidence: 87%

Barriers, Challenges, and Benefits: Gender Diversity in Technology-Based New Venture Team Innovation

Yalina,

Graham,

Ghobadi

2023

ECIE

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“…Measurement invariance evaluates whether the innovative work behaviour construct, measured using the IBI, is assessed the same way between gender groups (Sanhokwe & Takawira, 2022). Gender differences have been reported or critiqued in extant literature (see De Bruin & Steyn, 2020). Hence, the need to assess the equivalence of the measure to facilitate valid interpretations.…”

Section: The Present Studymentioning

confidence: 99%

Bifactor modelling and measurement invariance testing of the Innovative Behaviour Inventory

Sanhokwe,

Chinyamurindi,

Muzurura

2023

AJOPA

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Innovation-driven growth demands that organisations periodically assess the innovative behaviour of employees and facilitate appropriate interventions to nurture it. Human behaviour is complex. Corporate researchers rely on standard measures to appreciate employee behaviours at work. Quality tools support decision-making by detecting gaps and creating opportunities for improvement at work. One promising measure is the Innovative Behaviour Inventory (IBI). Although the IBI was developed and validated in Europe, it can still be applied in other contexts if it exhibits adequate psychometric properties and diagnostic utility. Using a probability sample drawn from Zimbabwe, the study used bifactor analysis to assess the dimensionality of the IBI measurement model. The study assessed the measurement invariance of the IBI using multi-group confirmatory factor analysis. The study modelled the general factor of the IBI. Multiple tests confirmed the internal consistency reliability, convergent and discriminant validity of the measure. The IBI was invariant across gender groups. The IBI adds to the suite of available tools for assessing innovative work behaviour as part of a dedicated leadership excellence agenda. The IBI offers practical advantages because of its integrated, multi-faceted nature, diagnostic utility and robust psychometric properties. Periodic surveys, using the IBI, provide corporate researchers and organisational leaders with information on the quality of innovative behaviour that resides in their organisations. The IBIs invariance and ability to quantify, as summative scores, the levels of innovative behaviour enable sub-group analysis. Sub-group analytical outputs facilitate targeted interventions in the workplace.Contribution: Appreciating the quality of the IBI measurement model carries ethical and practical significance. Studies of this nature safeguard the subjects of research and promote purpose-driven corporate and scholarly work.

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“…Three more articles published in the SAJBM considered differences between men and women as users of technology (Kotze, Anderson, & Summerfield, 2016;Nel & Raleting, 2012) and food products (Priilaid & Horwitz, 2016). Emirati women's experiences of job satisfaction introduced a perspective on women in the Middle East (Ercan, 2018), and the most recent article advances research on women at work by making a sound methodological contribution to quantitative research on women and men (Steyn & De Bruin, 2020a). Furthermore, the above contributions predominantly focused on South African women and workplaces, and there is still a dearth of research on the lived experiences of women at work on the rest of the African continent.…”

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confidence: 99%