Making organizational learning happen: the value of “creative failures”

Kriegesmann, Bernd; Kley, Thomas; Schwering, Markus G.

doi:10.1108/17515630710684312

Cited by 10 publications

(6 citation statements)

References 2 publications

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“…This means that the higher the degree of person-organization fit that is felt by lecturers, the higher the level of optimal distinctive open innovation that can be produced by lecturers, making them more open in sharing knowledge. This supports the findings of Kriegesmann et al (2007) found that when employees believe that their co-workers listen and support their ideas and relate their importance to suggestions for whatever novelty they start, they tend to display very innovative work behavior.…”

Section: Hypothesis Testingsupporting

confidence: 88%

Developing Optimal Distinctive Open Innovation in Private Universities: Antecedents and Consequences on Innovative Work Behavior and Employee Performance

Luhgiatno¹,

Dwiatmadja²

2020

IJHE

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The purpose of this study is to analyze the effect of the concept of optimal distinctive open innovation as mediating variable in relationship between Person-Job Fit and Person-Organization Fit and work innovation behavior and lecturer performance. The method used in this study are through Structural Equation Modeling (SEM) analysis with the object of the study conducted on 193 lecturers determined by purposive random sampling technique at private universities in Central Java. The findings showed significant effects of person-organization fit on the optimal distinctive open innovation and on innovative work behavior. Moreover, person-job fit is of significant on optimal distinctive open innovation, and on innovative work behavior. In testing the effect of mediating variables, optimal distinctive open innovation is of significant on innovative work behavior which in turn affecting the significant influence of innovative work behavior on lecturer performance. The findings emphasize that the success-oriented way of thinking requires the expertise of employees to always create creative, superior and unique ideas. Private universities must always pay attention to the principles of industrial management and professionalism in human resource management, in order to survive and develop. Superior skills will produce superior performance, and superior skills are distinctive competence that supports the company to achieve positional advantage.

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Section: Hypothesis Testingsupporting

confidence: 88%

Developing Optimal Distinctive Open Innovation in Private Universities: Antecedents and Consequences on Innovative Work Behavior and Employee Performance

Luhgiatno¹,

Dwiatmadja²

2020

IJHE

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“…Employees of small and medium enterprises (SMEs) of Textile Industry were selected since SMEs has had a high focus on capitalizing employees’ capability to create and implement new ideas to improve product quality (Ghobadian & Gallear, 1997; Cagliano, Blackmon, & Voss, 2001; McAdam & McClelland, 2002; Enkel & Gassmann, 2010; Hotho & Champion, 2011; Brunswicker & Vanhaverbeke, 2015; Love & Roper, 2015). Moreover, while showing IWB, employees go beyond the defined concrete paths; therefore IWB is highly complex and ambiguous in nature (Kriegesmann, Kley, & Schwering, 2007). Employees show IWB only when they are supported and rewarded (Clegg, Unsworth, Epitropaki, & Parker, 2002; Janssen, 2005).…”

Section: Methodsmentioning

confidence: 99%

“…In the context of innovation, employees may take risks by proposing new ideas, many of which could lead to organizational failure if implemented. Developing and implementing new ideas can be high risk (Ellen Mathisen, Einarsen, & Mykletun, 2012). Gong, Cheung, Wang, and Huang (2012) noted that generating new ideas does not guarantee the attainment of desired goals since most ideas fail.…”

Section: Literature Review and Hypotheses Developmentmentioning

confidence: 99%

Impact of inclusive leadership on innovative work behavior: The role of psychological safety

Javed¹,

Naqvi

Khan

et al. 2017

Journal of Management & Organization

290

269

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The purpose of this study is to examine inclusive leadership as a predictor of innovative work behavior with the mediating role of psychological safety. Data were collected from supervisors–subordinates dyads working in textile industry in Pakistan. Our findings suggest that inclusive leadership is a positively related with innovative work behavior, and psychological safety mediates the effect of inclusive leadership on innovative work behavior. The leader–member exchange theory was used to build our theoretical model. We have also discussed theoretical and practical implications of our findings.

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“…Creating and conceptualizing strategic plans require thinking broadly and quickly, creating and innovating, seeking change and learning quickly (Bartram, 2005). Organizations can learn through creative errors, which enhance employees' innovation Organizational culture and strategic planning and risk-taking ability (Kriegesmann et al, 2007). Simple operational planning differs from strategic planning, as strategic plans are futuristic and associated with risks and opportunities.…”

Section: Collaborative Culture and Strategic Planningmentioning

confidence: 99%

Impact of organizational culture on strategic planning

Panda

2021

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PurposeThe purpose of this paper is to examine the impact of organizational culture on strategic planning and the role of leadership effectiveness in the association between organizational culture and strategic planning in Indian nonprofit organizations (NPOs).Design/methodology/approachData were collected from 441 respondents using a structured questionnaire. Common method bias was addressed through the use of multiple surveys. Structural equation modeling was used to process the data.FindingsAdvice-seeking interactions, collaborative culture and an error management culture positively impacted the creation and conceptualization of strategic plans in Indian NPOs. An error aversion culture did not significantly impact the creation and conceptualization of strategic plans. Leadership effectiveness moderated the relationship between “advice-seeking interactions” and the “creation and conceptualization” of the strategic plan, a “collaborative culture” and the “creation and conceptualization” of the strategic plan and an “error management culture” and the “creation and conceptualization” of the strategic plan.Originality/valueStrategic management literature on the determinants of the creation and conceptualization of strategic plans is scant. Further, it does not include the influence of cultural constructs such as advice-seeking interaction (ASI), collaborative culture (CC), error management culture (EMC), error aversion culture (EAC) on the creation and conceptualization of strategic plans. This study extends the debate on the culture–strategy nexus to help practitioners understand the importance of organizational culture (advice-seeking interaction, collaborative culture, error management culture, error aversion culture) in creating strategic plans.

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Making organizational learning happen: the value of “creative failures”

Cited by 10 publications

References 2 publications

Developing Optimal Distinctive Open Innovation in Private Universities: Antecedents and Consequences on Innovative Work Behavior and Employee Performance

Developing Optimal Distinctive Open Innovation in Private Universities: Antecedents and Consequences on Innovative Work Behavior and Employee Performance

Impact of inclusive leadership on innovative work behavior: The role of psychological safety

Impact of organizational culture on strategic planning

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