How culture and government shape entrepreneurial innovation: the case of Korean and UK online gaming firms

Tsang, Denise; Park, Younsuk

doi:10.1080/19761597.2013.866315

Cited by 9 publications

(4 citation statements)

References 21 publications

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“…As innovation is a seen as the key source of competitive advantage for firms, there is considerable research interest in identifying its main determinants from the perspective of organizational culture (Tsang and Park, 2013;Yang et al, 2012). Some researchers define organizational culture as a cognitive framework consisting of attitudes, values, behavioral norms and expectations shared by members (Greenberg and Baron, 2003;Pettigrew, 1979;Schein, 1988).…”

Section: Introductionmentioning

confidence: 99%

A theory of multi-dimensional organizational innovation cultures and innovation performance in transitional economies

Xie

Zeng

2016

CMS

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Purpose This study aims to construct a theory of multi-dimensional organizational innovation cultures and innovation performance in transitional economies and explore the moderating effect of team cohesion on this theoretical relationship. Design/methodology/approach Using data collected from 175 manufacturing firms in transitional economies, this study constructs a new theory framework of multi-dimensional organizational innovation cultures (knowledge sharing, organizational innovation atmosphere, team decision-making and organizational change) and firms’ innovation performance and also explores the moderating effect of team cohesion on this theoretical relationship. Findings The findings show that there are positive relationships between knowledge sharing, organizational innovation atmosphere, team decision-making, organizational change and innovation performance of firms. Furthermore, team cohesion plays a positive moderating role in this relationship. Practical implications It extends the general understanding of multi-dimensional organizational cultures management in the context of transition economies by exploring the differences between the Chinese and Vietnamese firms in terms of the impact of organizational innovation culture on innovation performance. Originality/value This study constructs a new theory framework of multi-dimensional organizational innovation cultures along the four dimensions of knowledge sharing, organizational innovation atmosphere, team decision-making and organizational change. These factors together have rarely been examined before. Hence, the findings extend existing research on organizational cultures management. Moreover, a new idea for this study is that the authors consider team cohesion as a moderating variable between organizational innovation culture and innovation performance of firms, hence providing both theoretical discussion and empirical validation of the impact of team cohesion on this relationship. It thus extends existing research on the team theory.

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Section: Introductionmentioning

confidence: 99%

A theory of multi-dimensional organizational innovation cultures and innovation performance in transitional economies

Xie

Zeng

2016

CMS

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“…Since the success of gaming companies heavily depends on securing talented and well-educated employees (Mulligan and Patrovsky, 2003), the Ministry set up new organizations to educate game developers, that is, the Korea Game Academy (a two-year, game-specific training programme). This new organization has been sponsored by the government since 2000 and has trained 250 graduate developers annually (Tsang and Park, 2013: 242). One of most remarkable policies related to the industry was a special military exemption policy that was introduced by the Ministry of Culture, Sports, and Tourism and the Ministry of National Defense.…”

Section: Policy Engagement In the Korean Online Gaming Industrymentioning

confidence: 99%

New wine in old bottles? Korean state actors’ policy engagement with the online gaming industry

Song

2020

Competition & Change

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This article revisits the developmental state literature that stresses the unitary role of the state in steering economic development in East Asia. Focusing on the Korean state actors’ diversity and their agency after the trend of globalization and democratization, this article highlights various state actors as agents and looks into how the role of state actors has changed with industrial development, using the setting of the Korean online gaming industry over the past two decades. By examining government policy measures on the industry, I found that the state actors have actively engaged with the industry, however, this agency has not been uniform due to the different purposes of the actors and sometimes led a detrimental effect against the needs or expectations of the industry. The findings, thus, contribute to the literature by suggesting the potentiality of agent-driven institutional change and the heterogeneity that comes from the state actors’ policy engagement.

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“…Product innovation can be defined as a "process that includes the technical design, R&D, manufacturing, management and commercial activities involved in the marketing of a new (or improved) product" (Alegre & Chiva, 2008). As innovation is seen as the key source of competitive advantage for firms, there is considerable research interest in identifying its main determinants from the perspective of organisational culture (Tsang & Park, 2013). Innovation culture IJOART can be defined as a multi-dimensional context including the intention to be innovative, the infrastructure to support innovation, the operational-level behaviours necessary to influence a market and value orientation and the environment required to implement innovation (Dobni, 2008).…”

Section: Product Innovationmentioning

confidence: 99%

Product Innovation: Impact of Organizational Culture in Product Innovation

Shanmuganathan¹

2018

IJOART

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Innovation is the fuel for continuous improvement; it is the exploitation of the opportunity to create market differentiation & competitive advantage. Innovationʼs centrality and importance in international operations have been a subject of enduring debate in the age of globalisation. There are two significant changes on the business environment happening in these days which will change the business environment rapidly, and those two are One Belt, One Road (OBOR) and the Fourth Industrial Revolution (4IR) in the world. Sri Lanka as a small island nation will have an impact on this business environment change. Our neighbouring countries such as India Thailand has started working on this revaluation to upgrade their countries to suit the requirement for the exponentially growing business world. Organisations need to continuously respond to changing market pressures to ensure customer satisfaction is achieved to create growth for the business. In its broadest sense, Innovation includes any business change that results in the new value created. Searching for opportunities to create new value from which we can build sustainable growth is an on-going business challenge, one that is made harder by competitors who are striving for their market share.

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How culture and government shape entrepreneurial innovation: the case of Korean and UK online gaming firms

Cited by 9 publications

References 21 publications

A theory of multi-dimensional organizational innovation cultures and innovation performance in transitional economies

A theory of multi-dimensional organizational innovation cultures and innovation performance in transitional economies

New wine in old bottles? Korean state actors’ policy engagement with the online gaming industry

Product Innovation: Impact of Organizational Culture in Product Innovation

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