Organizational innovation: the role of leadership and organizational culture

Abstract

Purpose The purpose of this paper is to approach the issue of how organizational innovation can be accelerated with the support of leadership structures and the organizational climate, specifically taking into account the top innovative universities of the world, which has not been found in previous empirical studies. Design/methodology/approach A survey, based on a deductive approach, is adopted since the questionnaire for organizational innovation is designed for organizations in order to measure organizational innovation, widely used by experienced employees from senior managers to all kind of employees (Caird et al., 2013) facilitating the European Commission work, whereas for transformational leadership, a Multifactor Leadership Questionnaire (Bass and Avolio, 1994) is utilized. A complete online questionnaire was developed for collecting data, and the PLS-SEM statistical technique is used for analysis and results. Findings Top innovative universities of the world mostly have a transformational leadership style directly triggering organizational innovation which is consistent with the previous studies, while transactional leadership is having a positive relationship with organizational culture and innovation, but the results were statistically insignificant. Research limitations/implications Based on this research and other previous studies, it is suggested that universities across the world ought to imply transformational leadership traits and style which have fostered organizational innovation in the top-ranked innovative universities in developed nations, whereas more factors needed to be studied so that comprehensive guidelines should be provided to universities and research institutes where innovation is stagnant and passive. Practical implications The finding has practical implications, suggesting that universities and research institutes should draft and implement guidelines where leaders with certain traits and norms can play a role to nourish an environment where stakeholders think outside the box, with learning and knowledge creation, and proactive contribution beyond responsibilities, obligations, and compulsion. Social implications This study has suggested that less innovative universities should draft and design leadership and cultural enriching plans so that society, organizations, and commercial firms could foster innovation, ultimately benefiting general public and society. Originality/value Very few of the scholars have investigated from the perspective of innovative universities, where knowledge is created and flows into organizations, either governmental or private, and society in general. As a result, this study aims to investigate how leadership has impacted the culture of knowledge creation and innovativeness in the top 100 innovative universities. So, this is among rare studies where universities are suggested to adopt innovation supporting culture and leadership.

Young Buyers: Shopping Enjoyment and Obsessive-Compulsive Buying

“…In PLS-SEM, composite reliability is known as Dillon-Goldstein's rho which is well met for all the constructs except adventure seeking shown in Table 2. The values of convergent validity for all the constructs are greater than minimum required values of 0.50 (see Table 2), as average variance extracted explains more than 50% of variance extracted (Li et al, 2018). Hence it validates the convergent validity.…”

“…We next assess the structural model and find the reliability values R square 0.43 and adjusted R square 0.43 (see Table 5) which explain the degree that independent variables (hedonic shopping motivations) explain the dependent variable (obsessive-compulsive buying) at 0.05 significance value. The variable items are found to be greater than the minimum required value of 0.708 (see Table 6) and hence are significant (Hair Jr et al, 2016, Li et al, 2018.…”

“…To test the hypotheses shown in Fig. 1, we used structural equation modeling (SEM) pursuing the study of (Li et al, 2018) which was used in a comparative study on online and offline shopping behavior (Cao et al, 2012). We used Smart PLS 3.0 software to analyze the data.…”

Fostering Innovative Behavior in Health Organizations – a PLS-SEM Analysis of Norwegian Hospital Employees

“…Consequently, exploring the relationship between IMOC and PsyCap is important, as employees' well-being has a great impact on organizational performance and success [58]. In addition, IMOC has previously been found to add value to employees' positive behaviors [53], showing that overall organizational culture is in uential at all levels [59], especially at the individual level [55]. For example, Luthans et al [60] noted that a strong (internal) organizational culture can in uence internal behaviors positively or negatively.…”

Introductory Chapter: Organizational Culture - How Much Underused Potential Does Science Have?

“…Based on structural equation, the obtained results show that informal professional networks are positively associated with higher discretionary power and a proactive asset maintenance organizational culture Article [28] It is examined how organizational innovation can be accelerated by supporting management structures and organizational climate, taking into account the innovative examples of universities in the world. On the basis of the results of the research, the authors state that universities and research institutes should draft and implement guidelines where leaders with certain traits and norms can play a role to nourish an environment where stakeholders think outside the box, with learning and knowledge creation and proactive contribution beyond responsibilities, obligations and compulsion Article [29] Authors research the contribution of interorganizational relations (including suppliers and customers) to the organizational cultural change. It was found that interorganizational culture is developed as a system of symbols and meanings, which is shared by groups of different organizations or persons during the transition period, because cultural fragmentation perspectives are predominant Article [30] The author draws attention to the fact that religion is a pervasive organizing framework and in terms of communication, its role in the socialization processes has to be understood and evaluated…”