Innovating in Organizations: A Model of Climate Components Facilitating the Creation of New Value

Abstract

This research investigates the influence of components of organizational climate on innovation in organizations, extending previous work on the antecedents of innovation outcomes. Specific aspects of climate are measured utilizing a sample of 249 managers in organizations across industries in Spain and the United States, including respondents' perceptions of collaborative communication, trust and commitment, along with the organization's orientation to innovation. A model is proposed and tested, in which collaborative communication within an organization generates trust, and these constructs are associated with greater commitment. Supported by an orientation to innovation, these variables are associated with innovation outcomes in the organization. Results showed that collaborative communication between employees builds trusting relationships, which then lead to a stronger commitment to the organization. Organizational commitment facilitates both administrative and technical innovation.Orientation to innovation is also found to partially mediate the relationship between organizational commitment and both administrative and technical innovation. Discussion and implications that guide management practices in support of innovation are presented, including the importance of fostering and rewarding behaviours associated with successful innovation outcomes that create new value for the organization.

Expatriate cultural values alignment: The mediating effect of cross‐cultural adjustment level on innovative behaviour

“…For businesses, innovation refers to the introduction and effective application of new ideas, products, services and processes that are designed to benefit an organization and its stakeholders (West & Anderson, ; West & Farr, ; Wong et al, ). Business innovation is a multistage process in which organizations transform ideas into new or improved products, services and processes to be competent in the challenging, competitive business world (Baregheh, Rowley, & Sambrook, ; Gundry, Muñoz, Ofstein, & Ortega, ). However, one‐time innovation cannot guarantee long‐lasting competitiveness, as competitors can often copy innovations or introduce new innovations that make earlier efforts obsolete.…”

Linking transformational leadership, creativity, innovation, and innovation-supportive climate

“…Researchers have described organisational climate as the way it feels to be a member of the firm; it reflects the behaviours and reactions of staff to what the workplace assumes and values. The organisational climate construct reflects the shared values the workforce attach to the behaviours they believe are being anticipated, encouraged and recognised (Gundry et al, 2015). A business environment for creative and innovative behaviours reflects workforce's perceptions of organisation practices, procedures and policies and ways of interaction that encourage or restrain the behavioural aspect of creativity and innovation (Schneider, 2000).…”

Innovating for low‐carbon energy through hydropower: Enabling a conservation charity's transition to a low‐carbon community

“…Rather, the successful delivery of ideas for innovations, developed within the NT between 2010 and 2015, was due to new external collaboration and sourcing of innovative, eco‐design‐driven technology from elsewhere in the regime informed from the landscape. This approach reduced the risk associated with the projects and demonstrated how the organization adopted a strategic niche management structure (Schot & Geels, ), to ensure innovation was incorporated in the process but did not inhibit the successful development of the HP installations. These achievements extend the model of trust within organizations, proposed by Gundry et al () to include external organizations.…”

“…These achievements extend the model of trust within organizations, proposed by Gundry et al (2016) to include external organizations.…”

“…However, this success has only been achieved through a level of trust from board members in their energy team, i.e. trust within the NT (Gundry, Muñoz‐Fernandez, Ofstein, & Ortega‐Egea, ). This trust has built up through the delivery of RE and energy‐saving projects on time, within budget, and with evident support of the NT community (staff and the public).…”