Management innovation, pro-innovation organisational culture and enterprise performance: testing the mediation effect

Abstract

The interest in management innovation (MI) is growing and the conviction about its significant role in boosting an enterprise's competitive advantage and performance has recently gained ground. The studies on MI and its relationships with enterprise performance, which are relatively scarce in literature, indicate the complexity of these relationships. This inspired us to propose the management innovation construct and its operationalisation, which allowed for the empirical verification of the relationships between management innovation and enterprise performance. Simultaneously, we adopted the hypothesis on the mediating role of pro-innovation organisational culture. The aim of this article, therefore, is to study the relationships between MI and enterprise performance as well as to determine what role is played by pro-innovation organisational culture in these relationships. In order to do that, we conducted a survey of 301 companies based in Poland. Our research results confirmed the existence of relationships between management innovation and enterprise performance in the survey sample, although they were not very strong. Additionally, the hypothesis about the mediating role of organisational culture was also partially supported. The results of our study enrich the knowledge about the role of MI in stimulating enterprise performance and the role of proinnovation organisational culture. We also discuss the implications for further research and management practice.

Intellectual capital and innovation culture: evidence from SMEs performance in Indonesia

“…The analysis showed that intellectual capital had no significant effect on the culture of innovation with a coefficient of 0.139 and t statistics of 1.759 so that hypothesis 1 was rejected as well as refuting the results of the research [9][10][11]. The relationship of innovation culture with business performance is significant with a coefficient of 0.536 and statistics 5.817 which means hypothesis 2 is accepted and in line with the results of the study [12][13], while the relationship between intellectual capital and business performance is significant with a coefficient of 0.459 with t statistics 5.104 which means hypothesis 3 is accepted so that it is in line with the research conducted [3][4][5].…”

“…Most researchers tend to focus on one problem, both intellectual capital [8], both only a few that offer a dual association of intellectual capital and performance, and a culture of innovation [9][10][11] or associations of organizational culture, performance and innovation culture [12]; [13].…”

The Influence of Management Innovation and Technological Innovation on Organization Performance. A Mediating Role of Sustainability

“…To perform sustainability practices in the current era of globalization, firms use different approaches. However, out of many approaches, MI has deemed a significant factor especially in emerging markets [64]. Due to the increasing importance of sustainability for business firms, managers have now focused the strategies (such as innovation, organization knowledge and learning) that can configure sustainability practices [65].…”

Organizational factors influencing project success: an assessment in the automotive industry

“…Organizational culture (OC) can be defined as a set of assumptions that unite the norms and values, social ideals, or beliefs that are shared by the members of an organization (Schein, 1993). In this sense, OC can influence employee behavior and formal systems of control (Chang & Lin, 2007), guiding the way in which employees think, act, and respond to improvement and innovation actions (Hofstede, 1991;Hung et al, 2005;Kraśnicka et al, 2018;Lee et al, 2016). Sørensen (2002) suggests that a strong culture, in which standards and values are widely shared and deeply retained throughout the organization, improves the organization's performance because employees are committed to common goals.…”

“…Culture is also known to support innovation by generating a creative organizational climate (Büschgens et al, 2013;Naqshbandi et al, 2015) and influences organizational performance (Kraśnicka et al, 2018). Büschgens et al (2013) identified that the way in which a company directs its organizational culture can broaden its innovative posture, since innovative organizations may develop a culture of flexibility and external orientation.…”