Organisational and group antecedents of work group service innovativeness

Abstract

This study examined the individual and combined effects of the organisational-level variables of climate and task design, and the group-level variables of group citizenship behaviour (GCB), market orientation, group self-efficacy (GSE), and group climate for innovation (GCI) on work group service innovativeness. Specifically, this study theorised that work group service innovativeness is a product of both organisational (organisational climate and task design) and work group (GCB, market orientation, and GSE) contexts. Drawing upon the theories and literature, six hypotheses were derived. Data were collected through a 64-item questionnaire using a 7-point Likert scale from four hotels in Melbourne, Australia. Results indicated that organisational climate, task design, GCB, group self-efficacy, and group climate for innovation were significant predictors of work group service innovativeness, while market orientation was not. Limitations, future directions, managerial and research implications are explored.

Validation of a market orientation adoption scale in rural tourism enterprises. Relationship between the characteristics of the enterprise and extent of market orientation adoption

“…Despite the fact that there is a wide range of literature dealing with the study of MO adoption, and that there are some interesting applications of MO in the tourism sector (for instance Agarwal et al, 2003;Nsenduluka and Shee, 2009;Sandvik and Sandivk, 2003;Sin et al, 2005), in the present work it is necessary to consider works that apply MO in businesses of a size similar to that of rural tourism enterprises. On this basis, the literature review outlines clearly the fact that MO amongst small and micro-enterprises is mainly applied by using the MARKOR scale: Blankson and Cheng (2005), Blankson et al (2006), Blankson and Omar (2002), Kara et al (2005), Martin et al (2009) andMartín-Armario et al (2008).…”

Multilevel study of factors for cultivating self-efficacy in the online game industry

“…Major online game firms try to sustain their competitive edge through intensive NPD, the success of which depends on their abundance of innovative and creative ideas (Choi, Sung, Lee, & Cho, 2011; Min & Oh, 2015). The process of generating innovative ideas is generally informal and nonstandardised, and involves numerous complex tasks (Nsenduluka & Shee, 2009). Collaborative behaviour facilitates the cross-fertilisation of innovative ideas (Liu, Chen, & Tao, 2015).…”

Workgroup accord and change-oriented behavior in public service organizations: Mediating and contextual factors

“…From a practical perspective, cooperation and knowledge sharing reduce role ambiguity (Campbell, 2016), and sharing relevant job knowledge among group members is connected to creative behavior (Shalley & Gilson, 2004;Hulsheger, Anderson, & Salgado, 2009) as is the possibility of receiving feedback about new ideas, especially from those with relevant knowledge that can help refine a potential idea (Caniëls, De Stobbeleir, & De Clippeleer, 2014). In-group citizenship behavior positively predicts workgroup service innovativeness (Nsenduluka & Shee, 2009) and employees that identify strongly with their workgroup purse change-oriented behavior as a way to contribute to the organization (Seppala et al, 2012). Conversely, while positive interpersonal relationships should encourage change-oriented behavior, the experience of incivility at work can damage performance on both routine and creative tasks, encourage withdrawal, and generally put strain on the cognitive resources necessary for a high level of job engagement (Porath & Erez, 2009;Porath, Foulk, & Erez, 2015;Schilpzand, Leavitt, & Lim, 2016).…”

“…Engaging in change-oriented behavior inevitably involves a level of risk for employees, and accord among workgroup members may help furnish the sense of psychological safety necessary to try out a new approach (Carmeli, Reiter-Palmon, & Ziv, 2010; López-Domínguez, Enache, Sallan, & Simo, 2013) and, more generally, positive peer group relations are a well-established predictor of employee creative performance (Hunter, Bedell, & Mumford, 2007). Generally, positive relational behaviors within the workgroup are related to change and creativity (Nsenduluka & Shee, 2009; Farh, Lee, & Farh, 2010), while incivility and distrust among group members undermine change-oriented behavior (Choi, Anderson, & Veillette, 2009; Jehn, Rispens, & Thatcher, 2010). In addition, workgroups are a key object of identification (Riketta & Van Dick, 2005), and workgroup accord may generate positive affectivity about the organization as well as a perceived alignment of interests between the focal employee and their workplace.…”