Predicting Innovation Climate using the Competing Values Model

Alas, Ruth; Übius, Ülle; Gaal, Mary Ann

doi:10.1016/j.sbspro.2012.09.089

Cited by 10 publications

(9 citation statements)

References 7 publications

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“…Similar results were obtained by other authors. Research carried out in electronics, automotive and retail companies in Japan, China, Slovakia, Czech Republic and Russia reveals that the innovative climate in surveyed countries is fostered by adhocracy, while hierarchy does not lead to innovative climate within an organisation in any of the countries investigated (Alas R. et al, 2012). Studies in Japanese companies showed that the best performing companies have an adhocracy culture type while hierarchy showed poor performance (Deshpande R. et al, 1993).…”

Section: Research Results and Discussionmentioning

confidence: 99%

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2017

JEMR

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Dear Reader, In this issue we are still catching up the backlog from previous years, but we hope that from next year we will be able to publish currently submitted articles. Most of the authors are PhD students and we encourage articles both from established academics, as well as prospective academics. We are looking forward to an exciting 2018 and hope for your support in making this Journal a leader in its field.

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Section: Research Results and Discussionmentioning

confidence: 99%

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2017

JEMR

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“…Organisational rule climate is the presence of rules and the degree to which they are applied and followed (García-Buades et al , 2015). Organisational innovation climate indicates how supportive and encouraging an organisation is to the generation and treatment of new ideas (Alas et al , 2012). In other words, it is the employees' perception of the organisational norms and beliefs related to the implementation of innovation (Pundt, 2015).…”

Section: Conceptual Modelmentioning

confidence: 99%

Investigating the relationship between Lean Six Sigma's intangible impacts and organisational innovation climate factors

Alblooshi

Shamsuzzaman

2020

IJPPM

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PurposeThis paper aims to investigate the relationship between the intangible impacts of Lean Six Sigma (LSS) and organisational innovation climate factors and proposes a conceptual model to link them. This paper ultimately aims to extend the range of LSS application by proposing LSS as a tool for fostering organisational innovation.Design/methodology/approachThe paper followed a qualitative research approach to identify, analyse and categorize the intangible impacts of LSS by reviewing previous literature on its application and conducting in-depth interviews with its experts. Then, a detailed description of organisational innovation climate was provided to highlight its main factors. Finally, a conceptual model was developed to illustrate the relationships among the collected information.FindingsLSS was found to have many intangible impacts categorized as organisational or individual related. Organisational innovation climate is determined by a number of factors that were found to be positively influenced by many of LSS's intangible impacts. Thus, a number of propositions between LSS's intangible impacts and organisational innovation climate factors were proposed, as illustrated by a conceptual model.Originality/valueStudying the relationship between LSS and innovation by considering LSS's intangible impacts and linking them to organisational innovation climate factors is a relatively new approach that makes the contribution of this research valuable and significant to academics and professionals.

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“…El OCAI ha sido aplicado en más de 10 000 compañías a nivel mundial para realizar diferentes estudios (Shih & Huang, 2010), y se ha usado ampliamente en investigaciones que buscan identificar los tipos de cultura organizacional que eran favorables a la innovación (Alas, Ubius, & Gaal, 2012). En Colombia también hay evidencias de su uso (Calderón & Serna, 2009;Serna, Álvarez, & Calderón, 2012).…”

Section: Fuente: Adaptado De Yin (1994)unclassified

La organización informal en los equipos innovadores: un estudio de caso comparativo

2016

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RESUMENEste artículo presenta un estudio comparativo, mixto, transversal y descriptivo, que se basa en un modelo multinivel de factores psicosociales para identificar, evaluar y comprender la dinámica de la organización informal en la innovación empresarial. La investigación se hace en el nivel de equipos, mediante la aplicación de los instrumentos del modelo. Para la comparación de los equipos, estos se clasifican como "innovadores" y "no innovadores", a partir de la práctica de actividades de innovación reconocidas por la Organización para la Cooperación y el Desarrollo Económico (OCDE). Debido a la distribución no paramétrica de las variables, se usa el estadístico U de Mann Whitney para identificar las diferencias. La muestra corresponde a 70 equipos que integran a 563 personas de 21 empresas. El estudio encuentra que sí existen diferencias en los factores de cohesión, potencia y clima de aprendizaje entre aquellos equipos que hacen actividades de innovación y los que no, también en el factor de liderazgo entre aquellos equipos que hacen actividades de investigación y desarrollo y los que realizan otro tipo de actividades de innovación. Para comprender la relación de dichos factores con la innovación, se desarrolla un multicaso comparativo, entre cuatro equipos "innovadores" de dos empresas participantes. Los resultados dejan de manifiesto la relación existente entre factores de orden cultural y los factores psicosociales potencia y clima de aprendizaje. PALABRAS CLAVEInnovación; organización informal; clima de aprendizaje; clima organizacional, cultura organizacional, modelo multi-nivel, equipos. ABSTRACTThis article presents a comparative, mixed, transversal and descriptive study based on a multilevel model of psychosocial factors to identify, evaluate and comprehend the dynamics of the informal organization in company innovation. The research is done at a team level through the application of the model instruments. Teams, for comparison purposes, are classified as "innovative" and "non-innovative" based on their practice of innovative activities as recognized by the Organization for Economic Co-operation and Development (OECD). Due to the non-parametric distribution of variables, the statistics Test U of Mann Whitney is used to identify the differences. The sample corresponds to 70 teams, formed by 563 people from 21 companies. The study finds there are differences in the factors of cohesion, potency and learning climate between the teams that do innovation activities and those which do not, as well as differences in the leadership factors between teams that do Research and Development activities and those which do other types of innovation activities. A comparative multi-case between four "innovative" teams from two companies is developed to better understand the relationship of these factors with innovation. The

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Predicting Innovation Climate using the Competing Values Model

Cited by 10 publications

References 7 publications

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Investigating the relationship between Lean Six Sigma's intangible impacts and organisational innovation climate factors

La organización informal en los equipos innovadores: un estudio de caso comparativo

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