The Relationship Between Ethical Organisational Culture and Organisational Innovativeness: Comparison of Findings from Finland and Lithuania

Pučėtaitė, Raminta; Novelskaitė, Aurelija; Lämsä, Anna–Maija; Riivari, Elina

doi:10.1007/s10551-016-3051-8

Cited by 19 publications

(14 citation statements)

References 65 publications

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“…An ethical culture can foster organizational innovativeness in many ways, such as encouraging the formation of open, fair, and cooperative culture that might lead to increased sharing of ideas, and enhancing employees' positive self-evaluation and identification with their organization. Riivari et al (2012) and Riivari and Lämsä (2014) studied the link between ethical organizational culture and organizational innovativeness, and showed that the ethical virtues of congruency of management and supervisors can be particularly important features for the innovativeness of the organization, a result that was recently supported in another cultural context by Puč _ etait_ e et al (2016). These preliminary findings on the role of an ethical culture in organizational innovativeness suggest that ethical virtues are meaningful in supporting organizational innovativeness.…”

Section: Introductionmentioning

confidence: 87%

“…Therefore, this study emphasizes ethical virtues and organizational innovativeness in this organizational and societal context. Since empirical, specifically qualitative, research about ethics and innovativeness is not so common in current research, even if ethics is often considered to be important for organizations (Collier 1998;Crane and Matten 2007;Huhtala et al 2011;Kaptein 2008Kaptein , 2009Kaptein , 2010Kaptein , 2011Paine 1997;Puč _ etait_ e et al 2010;Riivari et al 2012;Sims and Brinkmann 2009;Sinclair 1993;Solomon 2004;Treviño 1990;Treviño et al 1998), and is therefore relevant to investigate, we suggest that the topic would merit more research in other organizational and societal contexts. Additionally, cross-cultural comparisons would be interesting.…”

Section: Research Limitations and Further Researchmentioning

confidence: 99%

“…The ethical culture of an organization builds on seven Corporate Ethical Virtues, namely clarity, congruency, feasibility, supportability, transparency, discussability, and sanctionability, which stimulate employees to ethical conduct (Kaptein 2008). The applied CEV model (Kaptein 1998(Kaptein , 2008 provides one of the most thoroughly developed set of virtues in an organizational setting (Kaptein 2015), which with its specified virtues has been defined, tested, and applied in prior research (De Bode et al 2013;Huhtala et al 2011Huhtala et al , 2016Kangas et al 2014Kangas et al , 2015Kaptein 2008Kaptein , 2011Kaptein , 2015; some research on its linkages to innovativeness exists (Puč _ etait_ e et al 2016;Riivari et al 2012;Riivari and Lämsä 2014). An ethical culture can foster organizational innovativeness in many ways, such as encouraging the formation of open, fair, and cooperative culture that might lead to increased sharing of ideas, and enhancing employees' positive self-evaluation and identification with their organization.…”

Section: Introductionmentioning

confidence: 99%

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Organizational Ethical Virtues of Innovativeness

Riivari

Lämsä

2017

J Bus Ethics

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This study participates in the discussion of the ethical culture of organizations by deepening the knowledge and understanding of the meaning of organizational ethical virtues in organizational innovativeness. The aim in this study was to explore how an organization's ethical culture and, more specifically, organization's ethical virtues support organizational innovativeness. The ethical culture of an organization is defined as the virtuousness of an organization. Organizational innovativeness is conceptualized as an organization's behavioral propensity to produce innovative products and services. The empirical data consisted of a total of 39 interviews from specialist organizations. Qualitative content analysis was used to analyze the data. The findings indicate that the organizational ethical virtues of feasibility, discussability, supportability, and congruency of management are those that support organizational innovativeness. The findings also show which specific elements of these virtues and related organizational practices are important to innovativeness. In addition, this study showed that the features of organizational innovativeness are not necessarily dichotomous but rather follow the ideas of virtues and are versatile in nature. Keywords Ethical culture Á Ethical virtues Á Innovation Á Innovativeness Á Organizational culture Á Qualitative research Á Virtue ethics The original version of this article was revised due to a retrospective Open Access order.

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Section: Introductionmentioning

confidence: 87%

Section: Research Limitations and Further Researchmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Organizational Ethical Virtues of Innovativeness

Riivari

Lämsä

2017

J Bus Ethics

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“…Given that the aim of our study is to find out in what respect team ethical cultures differ (when they do differ), we have to use the CEV model because so far it is the only multidimensional scale of ethical culture. To preserve construct validity, the choice of the CEV model also reflects its recent use in many empirical studies on ethical culture (e.g., Huhtala et al 2015Huhtala et al , 2016Huhtala et al , 2018Kangas et al 2016Kangas et al , 2017Pučėtaitė et al 2016;Riivari and Lämsä 2014;Zaal et al 2017).…”

Section: Team Ethical Culturementioning

confidence: 99%

Team Ethical Cultures Within an Organization: A Differentiation Perspective on Their Existence and Relevance

Cabana

Kaptein

2019

J Bus Ethics

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Studies on the ethical culture of organizations have mainly focused on ethical culture at the organizational level. This study explores ethical culture at the team level because this can add a more detailed understanding of the ethics of an organization, which is necessary for more customized and effective management interventions. To find out whether various teams within an organization can have different ethical cultures, we employ the differentiation perspective and conduct a survey of 180 teams from one organization. The results show that there are significant differences between the ethical cultures of teams. These differences are relevant given the different relationships that were established between high and low clusters of team ethical culture and two outcome variables (i.e., the frequency of unethical behavior and employee responses to unethical behavior). The results also show that the dimensions of ethical cultures among teams have different patterns, which indicates the usefulness of using a multidimensional scale for capturing further differences among team ethical cultures.Publisher's Note Springer Nature remains neutral with regard to jurisdictional claims in published maps and institutional affiliations.

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“…Organizational creativity is an organizational capability for companies to integrate and exchange information to generate new knowledge (Duan, 2017;Fang et al, 2015;Pucetaite et al, 2016). Based on the perspective of organizational knowledge, organizations fi rst need to identify new opportunities to initiate the process of "knowledge creation"; then the organization needs to integrate existing knowledge with new knowledge, or integrate existing knowledge in new ways to form new knowledge architecture (Pastor Seller & Sanchez Millan 2014).…”

Section: Organizational Improvisation and Organizational Creativitymentioning

confidence: 99%

Relationship between Organizational Improvisation and Organizational Creativity under Multiple Regression Analysis

Xue¹,

Sun²

2019

RCIS

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With the development of technology, the external competitive environment is increasingly dynamic and complicated. If enterprises want to continue to develop, it is necessary to improve their own innovation capabilities continuously, which is crucial for enterprises to gain competitive advantage and improve performance. In order to answer the organizational improvisation and under what organizational conditions to drive organizational creativity, this paper makes assumptions about the relationship among organizational creativity, improvisation ability, organizational modularity and time pressure based on the existing theoretical review, and this paper establishes a four-part relationship model. Starting from the theory of organizational creation, this paper examines the impact of organizational improvisation on organizational creativity, how learning context (experience learning) and modular context (organizational modularity) aff ect the relationship between organizational improvisation and organizational creativity. This paper selects 313 enterprise data as the object to conduct questionnaire survey, uses multiple regression analysis method, and adds the intermediary variable improvisation ability and adjustment variable time pressure. This paper empirically tests the eff ects of two variables in organizational creativity and strategic change through a large sample survey, using multiple regression models for empirical testing. The results of the study indicate that organizational improvisation is positively aff ecting organizational creativity. Empirical learning positively regulates the relationship between organizational improvisation and organizational creativity, while organizational modularity negatively regulates the relationship between organizational improvisation and organizational creativity.

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The Relationship Between Ethical Organisational Culture and Organisational Innovativeness: Comparison of Findings from Finland and Lithuania

Cited by 19 publications

References 65 publications

Organizational Ethical Virtues of Innovativeness

Organizational Ethical Virtues of Innovativeness

Team Ethical Cultures Within an Organization: A Differentiation Perspective on Their Existence and Relevance

Relationship between Organizational Improvisation and Organizational Creativity under Multiple Regression Analysis

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