Innovation culture in small Tunisian ICT firms

Abstract

Purpose – The research aims to ask whether, in the absence of overarching innovative conditions, a small firm can have an innovative culture and what its scale and scope is. Design/methodology/approach – The study employs four exploratory case studies. This methodological choice is justified in that a case study approach allows the use of the existing literature without inhibiting the detection of any unique characteristics in the Tunisian context. This context of a developing economy is likely to be different from established economies. Findings – The study finds evidence of a learning environment within the firms and a good fit with the concepts of an innovative culture. Internal knowledge sharing is evident for all companies. However, this culture faces inwards, so that the paucity of linkages and weak socialisation combines with institutional thinness to isolate the firms. Local competitive advantages are not amplified but rather are dampened by the relative absence of interaction. Research limitations/implications – Most research about innovation in the ICT sector is conducted in the context of developed countries. This paper shows the specificities and uniqueness of innovation culture in the context of a developing country. Practical implications – The findings imply that despite recent improvements, Tunisia lacks many of the regional “institutions” that produce the synergic benefits of an innovative milieu. Originality/value – The context of a developing country is novel. The value of the findings may, however, be extended to other similar countries. This is important given the role of ICT in “catching up”.

Strengthening Managerial Innovation Behavior in the SMEs

“…In the same vein, Shanker, Bhanugopan, van der Heijden, & Farrell, (2017) added that organizational innovation culture set to become a vital aspect in framing innovation supporting a climate that promotes managerial innovation behavior. However, in line with previous studies that associated innovation culture with the different organizational outcomes like organizational performance (Padilha & Gomes, 2016),organizational innovativeness (Harbi et al, 2014), product development (Sattayaraksa & Boon-itt, 2016), resistance to change (Terziovski, 2010), we thus state the following hypothesis:…”

“…However, this study sheds new light on how CEO TFL behavior stimulates managerial innovativeness within an organizational setting. Second, several studies associated innovation culture with different organizational positive outcomes, for instance, Dobni, (2008), linked innovation culture with performance outcomes, (Aksoy, 2017) found positive relationship between innovation culture and market performance, Harbi, Anderson, & Amamou, (2014) indicated that innovation culture enhance IT performance of SMEs. However, the relationship between organizational innovation culture and managerial innovation behavior is still missing in the literature.…”

“…Innovation is a dynamic social process that needs good working conditions that promote innovative work behavior (Chen & Hou, 2016). Several studies proved the influence of innovation culture to different organizational outcomes, for instance, Harbi et al, (2014) found a significant influence of innovation culture to organizational performance. Sattayaraksa & Boon-itt, (2016), weighted innovation culture as an engine that feeds innovative work behavior within the organization.…”

“…The new model developed in this study is consistent with various studies in the literature. For instance, Harbi et al, (2014), indicated that innovation culture could arouse innovativeness in SMEs. Chang, (2016), added that multi-level TFL might encourage management innovation.…”

Cultura de Inovação: Conceitos e Modelos Teóricos

“…Eisenhardt (1989), por sua vez, ressalta que, quando se tem o propósito de construir teorias, os estudos de casos "combinam métodos de coleta de dados, tais como arquivos, entrevistas, questionários e observações" (p. 534), que podem se constituir em uma sugestão de estudos futuros sobre cultura de inovação. Entretanto pôde-se perceber, em três estudos mais recentes, que surgem pesquisas qualitativas com estudos de casos (Harbi, Anderson, & Amamou, 2014); grupos focais (Uzkurt, Kumar, & Ensari, 2013) e desenhos mais complexos de pesquisa, com estudos longitudinais como realizaram Wolf et al (2011) (1) .…”