Impact of Management Practices on Organisational Innovation in the Digital Age: A Study of the Manufacturing Industry in Malaysia

Abstract

The manufacturing industry is an indispensable part of the economy, especially for Malaysia. The manufacturing sector in Malaysia is not only transforming raw material into products, but also contributing significantly to the country’s economy. Malaysia has attained a significant position in the world by exporting its manufactured goods. However, the production services always require innovation to meet the ever-changing customer demands. With the advent of Industry 4.0, the manufacturing industry faces constant challenges such as the innovation capability of organizations, and swift and frequent shifts in the use of technology. These issues may hamper the efforts of manufacturing firms to fully participate in Industry 4.0 Malaysia. Therefore, the objective of this study is to identify the influence of knowledge-oriented leadership, electronic human resource management (E-HRM), and decentralised organisational structure on organizational innovation. The current research has adopted a quantitative method to establish the relationship between these three variables and innovation in organizations. A total of 218 samples were collected from manufacturing firms located in Malaysia. Data collected through a self-administered questionnaire was examined by using SmartPLS software. The results of this research has added to the body of knowledge in the respective field by highlighting the significance of knowledge-oriented leadership and E-HRM in predicting organizational innovation. It can further help stakeholders to plan a way forward in facing Industry 4.0 through the development of innovation competencies.

Impact of Servant Leadership on Project Success Through Mediating Role of Team Motivation and Effectiveness: A Case of Software Industry

“…These findings are consistent with previous studies where many other researchers such as Hu and Liden (2011), and confirmed a similar relationship between these servant leadership and team effectiveness. Previous research also confirmed that servant leadership is not only conducive for bringing out individual-level but for team-level performance as well ( Hu & Liden, 2011;Rehman et al, 2021;Schaubroeck et al, 2011).…”

“…This can also be a difficult challenge in software teams that are involved in many complex tasks. There are not a sufficient number of studies that have investigated the effects of leadership on the role of team motivation (Al Rahbi et al, 2017; Rehman et al, 2021), even though motivation is linked to innovative work practices, according to previous studies (Yidong & Xinxin, 2013).…”

Intrinsic Motivation and Creativity: The Role of Digital Technology and Knowledge Integration Ability in Facilitating Creativity

“…Digital-technology-use enables employees with exposure to diverse information that energizes individual combinatory processes for generating novel and useful ideas (Baer, 2010;Perry-Smith & Shalley, 2003;Rehman et al, 2021). The diverse information that individuals receive provide different perspectives and approaches to find solutions to problems that have not been tested and applied to work situations (Wu et al, 2021).…”

Research on the Relationship Between Human Resource Management and Corporate Environmental Responsibility

“…Emphasizing organizational behavior helps elucidate how specific behaviors influence employee productivity and motivation, in addition to understanding how different policies impact HRM. Rehman et al (2021) investigated the connections underlying knowledge-oriented administration [5] , whereas Gim et al (2021) explored the interplay between HRM, leadership-members exchange (LME), core evaluations of self (CES), workplace engagement, and HRM performance inferences. They focused on theories of attribution and the preservation of resources to uncover these relationships [6] .…”