Strengthening Innovation Capacity through Different Types of Innovation Cultures

Meyer, Jens-Uwe

doi:10.22215/timreview/853

Cited by 7 publications

(5 citation statements)

References 63 publications

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“…Additionally, innovation-oriented culture emphasizes participation of all members and shared responsibility (Kenny and Reedy, 2006) based on which the value of human capital is maximized and promotes the member of organization to strive for innovation (Martín-de Castro et al, 2013; Wang et al , 2012). From these empirical studies, it is apparent that the innovation-oriented culture can be a key organizational innovation resource, and it is conducive to a firm’s growth and performance (Stock et al , 2013; Meyer, 2014; Gomes et al , 2015; Ali and Park, 2016). However, it is also worth noting that there are several more research questions that require further investigation and fine-grained analysis.…”

Section: Reporting the Findingsmentioning

confidence: 99%

How does culture influence innovation? A systematic literature review

et al. 2018

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Purpose-The purpose of this paper is to conduct a systematic literature review of the studies that have analyzed the impact of culture on innovation. Design/methodology/approach-We carried out a systematic literature review of peer-reviewed articles in the past 37 years (January 1980-January 2017). Based on a total of 61 identified primary studies, we developed two clusters of culture definition studied in relation to innovation, including organizational culture and national culture. Findings-After reporting the findings of the systematic literature review, we discuss how a variety of culturally related factors combine to facilitate or restrict innovation performance in their corresponding cluster. Our findings highlight the complex and idiosyncratic relationship between culture and innovation. Future research lines are recommended. Research limitations/implications-We adopt a systematic literature review method to probe into existing literature, inevitably missing some empirical studies. Implications for future research are suggested. Practical implications-The paper offers interesting implications for managers and academia. For business practitioners, this study can provide a useful reference regarding the role of cultures in the corporate internal management or international operations; for scholars, our study can provide a current research landscape and development process in this field. Originality/value-The findings are derived from a systematic literature review that has studied the influence of culture on innovation. In addition, implications and insights as to where future research might be usefully inquired in this field are provided.

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Section: Reporting the Findingsmentioning

confidence: 99%

How does culture influence innovation? A systematic literature review

et al. 2018

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“…This also entails the belief that standards of values that are embedded within the organisational culture and are relevant for engendering employee creativity remain unaffected (Kpakol et al, 2016). Employing unacceptable sets of values within the organisational workforce may give cause for employees to question the integrity of managers over creativity initiatives (Meyer, 2014).…”

Section: The Moderating Effect Of Integritymentioning

confidence: 99%

An organisational culture and trustworthiness multidimensional model to engender employee creativity

Ogbeibu

Senadjki

Peng

2018

AJB

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Purpose The purpose of this paper is to elicit a conceptual understanding of the moderating effect of trustworthiness on the relationship between organisational culture and employee creativity. Design/methodology/approach This study is theoretical in nature and draws conceptual insights from an integration of theoretical and conceptual underpinnings: the competing values framework, trustworthiness from the integrative model of organisational trust and the componential theory of individual creativity. Findings Trustworthiness plays a major role in influencing the degree at which managers engender employee creativity. This study postulates that clan and adhocracy organisational culture dimensions have a positive impact on employee creativity, while market and hierarchy organisational culture dimensions have negative impacts on employee creativity. Employee creativity would be engendered if organisational cultures are tailored towards improving the ability of employees. Engendering of employee creativity is contingent on an acceptable degree of benevolence and integrity expressed between managers and their respective employees. Originality/value By integrating several methodological underpinnings to produce a multidimensional model for engendering employee creativity, from the lens of a supportive organisational culture, this study offers novel insights for both managerial practice and actions.

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“…The main difference lies in the innovation strategy adopted, which varies greatly from company to company. Numerous studies and publications of recent years show that innovation has always been one of the drivers of competition and has always been a primary competitive dimension, and this makes innovation one of the most important drivers for the longterm success of companies (Jens-Uwe Meyer, 2014). The literature also indicates that there is considerable evidence of the direct contribution of workforce, managerial and marketing skills to innovation, although the literature on SMEs specifically is relatively limited (Leiponen, A. et al, 2005).…”

Section: Literature Reviewmentioning

confidence: 99%

Digital Innovation in Small and Medium-sized Enterprises: A comparative analysis between Albania and EU countries

Xhindi,

Kripa,

Bisceglia

2023

Academic Journal of Business, Administration, Law and Social Sciences

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Innovation has always been one of the drivers of competition and for the long-term success of companies. The implementation of new digital technologies stimulates the development and acquisition of new skills, competences and knowledge, which are relevant factors in companies’ innovation activities, especially in SME’s. Albania stays between the first 10 European Countries where its citizens take 95% of public services online. Also, Albania is the first country not only in the region but also in Europe to have a dedicated law for the development of start-ups. The study purpose is to present a comparative analysis for the level of digital innovation for EU Countries and Albania. The research question is: Are there differences between Albania and European Countries regarding the Key indicators of Digital Economy and Society Index? We have conducted a review of the literature and a secondary data analysis. This study has a descriptive nature, and its main contribution is to present the comparative results between EU Countries and Albania regarding digital innovation. The results show that there are differences between Albania and European Countries regarding these indicators.

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Strengthening Innovation Capacity through Different Types of Innovation Cultures

Cited by 7 publications

References 63 publications

How does culture influence innovation? A systematic literature review

How does culture influence innovation? A systematic literature review

An organisational culture and trustworthiness multidimensional model to engender employee creativity

Digital Innovation in Small and Medium-sized Enterprises: A comparative analysis between Albania and EU countries

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