Strategies for Innovative Organization Structure: Innovative Culture and Open Innovation

Gürkan, Güney Çetin; Tükeltürk, Şule Aydın

doi:10.1007/978-3-319-44591-5_13

Cited by 6 publications

(2 citation statements)

References 18 publications

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“…7.3 Theme 3: organizational structure and technology Even if the leader models behavior facilitating innovation and the team has the autonomy and support of the leader, the innovation cannot succeed if there is no proper structure to facilitate it (Cetin Gurkan and Tukelturk, 2017). The lack of proper structure, channels and technology for communication and interaction or exchange influences innovation capability at the organization, leader and team levels (Thompson, 1965;Moenaert and Caeldries, 1996;Mamonov and Peterson, 2021).…”

Section: Strategic Leadership and Team Innovationmentioning

confidence: 99%

Strategic leadership and team innovation: a qualitative study from the lens of leader–member exchange

Singh,

Jha

2023

IJPPM

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PurposeThis study aims to investigate the factors influencing team innovation from the perspective of strategic leaders. The study draws from the leader–member exchange (LMX) theory to propose that the quality of exchange the leaders perceive with the team members may provide a useful cue to identify the key elements and processes that may help drive team innovation.Design/methodology/approachA qualitative study using a hybrid approach was used, and a thematic analysis was performed. The data were based on 25 interviews collected from strategic leaders using the long interview technique.FindingsThe findings revealed themes and factors influencing innovation orientation among leaders and team members. Five themes were identified, namely modeling leadership behavior, autonomy and psychological safety for teams, organizational structure and technology, innovation and the decision-making process and innovation during times of uncertainty.Research limitations/implicationsBecause of the purposefully chosen sample of only leaders who were involved in the innovation process, the research results may lack generalizability. Therefore, researchers are encouraged to corroborate the finding using a sample of teams involved in the innovation process.Practical implicationsA conceptual model is proposed with guidance for implementing innovation decisions and strategies in practice.Originality/valueWhile the strategic leadership and team innovation literature emphasizes the interaction between leaders and team members, research on how these interactions unfold is still nascent. This paper fulfills these needs from a strategic leader’s perspective.

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Section: Strategic Leadership and Team Innovationmentioning

confidence: 99%

Strategic leadership and team innovation: a qualitative study from the lens of leader–member exchange

Singh,

Jha

2023

IJPPM

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“…On the other hand, centralization limits innovative behavior and organizations find it difficult to generate suitable responses for the demanding external environment (Prajogo & McDermott, 2014;Dedahanov, Rhee & Yoon, 2017). Thus, in discussing integration of strategic innovation, the conditions arising from the internal context as sustained by the firm's work structure that may facilitate or constraint innovation need consideration (Gurkan &Tukelturk, 2017). Although it can be argued that innovation and creativity are considered key to achieving a sustainable competitive advantage (Nybakk & Jensen, 2012), there have been concerns raised as to whether most firms understand the process so as to manage its antecedents and inhibitors.…”

Section: Statement Of the Problemmentioning

confidence: 99%

Conceptualizing Strategic Innovation in a Firm Context: A Theoretical Review and Research Agenda

Mulaa¹,

Kilika²,

Namusonge³

2021

jeb

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The literature on strategic management recognizes the pivotal role played by strategic innovation as a strategic choice in organizations in order to create a sustainable competitive advantage. However, although there are emerging calls for the adoption of strategic innovation in a firm’s strategic management process, the concept of strategic innovation is not well understood. The scanty empirical literature reviewed has methodological and conceptual gaps that affect the generalizability of findings even in similar contexts. In this paper, the authors have attempted to review Strategic Innovation and argued that the emerging phenomena from its deployment in firms invite the role of the firm structure and innovative capacity as the firm seeks to enhance its chances of survival in a rapidly changing firm context. The conceptual, theoretical and empirical literature reviewed identified diverse issues that present a case for a theoretical model suitable to advance the current understanding of strategic innovation and the emerging phenomenon in firms. This paper therefore proposes an integrated theoretical model conceptualizing strategic innovation in a firm context and identifies relevant implications for future research.

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Exploring how strategic sensitivity and leadership unity of the university influence the innovativeness of faculty

Khorshid

2024

JSMA

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PurposeThe main objective of this paper is to analyze how leadership unity (LU) within universities affects the innovativeness of faculty, with a focus on the potential moderating role of strategic sensitivity (SS).Design/methodology/approachThe conceptual model of this research shows that SS and LU of the university impact the faculty's innovativeness. Meantime, the moderating effect of SS is assessed. A 49-item questionnaire was administered to 350 respondents who were managers and faculties of the university. The hierarchical regression technique was used for analyzing data and testing hypotheses.FindingsThe findings support both a curvilinear relationship based on a concave upward pattern and a linear relationship between LU in the university and the innovativeness of faculty. In addition, the university's SS positively influences the faculty's innovativeness. SS negatively moderates the curvilinear relationship between LU and faculty's innovativeness, i.e. the U-shaped effect exists only when the level of SS is high.Research limitations/implicationsThe results of this study shed new light on the relationships between LU and SS with innovativeness in the higher education landscape. It underlines the importance of SS as a moderator in the relationship between LU and innovativeness. This study was conducted in a developing country under sanctions with an Eastern culture, Iran. Thus, it is recommended that the conceptual framework of this study be tested in different countries with cultural diversity to generalize its findings.Practical implicationsAdministrators of universities need to recognize that creating unity and cohesion among managers of various levels of the university is crucial. They should also be aware that responses to external changes can lead to new opportunities for the university. Embracing transformation within the organizational strategies of the university will have a significant influence on competition, politics, and internal operations.Originality/valueThis research contributes to the academic discussions on the importance of LU and SS and also the moderation effect of SS in driving and promoting innovativeness in among faculties by providing empirical evidence. The results present valuable insights for scholars, practitioners and policymakers seeking to understand innovativeness among faculties in the higher education setting.

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Strategies for Innovative Organization Structure: Innovative Culture and Open Innovation

Cited by 6 publications

References 18 publications

Strategic leadership and team innovation: a qualitative study from the lens of leader–member exchange

Strategic leadership and team innovation: a qualitative study from the lens of leader–member exchange

Conceptualizing Strategic Innovation in a Firm Context: A Theoretical Review and Research Agenda

Exploring how strategic sensitivity and leadership unity of the university influence the innovativeness of faculty

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