Relationship between subjective well-being, perceived organisational culture and individual propension to innovation

Abstract

PurposeThis paper analyses the relationship between subjective well-being (SWB) and perceived organisational culture (POC) with the individual propensity to innovation (IPI).Design/methodology/approachTo empirically test the hypotheses, the sample and data were collected through a cross-sectional survey with 614 professionals who work in Technological Knowledge-Intensive Business Service (T-Kibs) in Brazil. For data analysis, the authors applied the partial least squares path modelling (PLS-PM) algorithm.FindingsThe results identify that employees' perception of the organisational culture has a direct and indirect impact on the IPI. The perception of employees about the dimensions of clan and adhocracy of organisational culture influences the SWB of employees, which has a significant relationship with the individual propensity to innovation. Also, the perception of a market culture has a direct impact on the individual propensity to innovate. The results showed that the adhocracy culture has a more significant influence on the SWB of the female gender.Originality/valueThis work contributes to the expansion of scientific studies in the area of innovation, in addition to managerial contributions due to the identification of the factors that influence the IPI.

A Model for Information Security Culture with Innovation and Creativity as Enablers

“…Cameron et al [35] explain that the adhocracy culture supports the generation of new ideas, innovation and creativity. However, in a study in Brazil conducted in the T-Kibs organisations, it was found that the market culture supports innovation, whereas the clan, adhocracy and hierarchical organisational cultures did not have an influence on innovation in this study [5]. Further research confirmed that the clan and rational culture have a positive influence on creativity; however, it was also established that the influence of the clan culture on creativity did not appear to be affected as a result of whether computer-mediated communication or face-to-face communication was used.…”

“…Creativity is critical for organisational success [1], while innovation is regarded as a driver for organisational growth, resilience [2], sustainability [3], performance [4] and competitiveness [5]. Creativity and innovation are becoming a core part of organisational strategies to achieve success and to incorporate technology changes [6], these being key factors that can aid organisations to adapt in a world where there is an accelerated pace of change [7].…”

“…Organisational culture is seen as an enabler to facilitate creativity and innovation in an organisation [2,5,7,13]. Organisational culture can be explained as the assumptions, beliefs, values and norms that are shared by employees [14] and that distinguish the organisation from other organisations [3].…”

“…To date, however, there has not been a study that has considered creativity and innovation to strengthen the information security culture. Nonetheless, numerous research studies have been conducted about the role of creativity and innovation in an organisational culture [1,2,5,18] and these studies can be leveraged in an information security context.…”

A model for information security culture with creativity and innovation as enablers – refined with an expert panel

“…Creativity is critical to organisational success (Andleeb et al , 2020), while innovation is regarded as a driver for organisational growth, resilience (Javanmardi et al, 2021), sustainability (Robbins et al , 2018), performance (Strychalska-Rudzewicz and Rudzewicz, 2021) and competitiveness (Bianchi et al , 2021). Creativity and innovation are becoming a core part of organisational strategies to achieve success and to incorporate technology changes (Shahzad et al , 2017); these being key factors that can aid organisations to adapt in a world where there is an accelerated pace of change (Martins and Terblanche, 2003).…”