Want Innovation? Then Use Cultural Artifacts that Support It

Higgins, James M.; McAllaster, Craig M.

doi:10.1016/s0090-2616(02)00073-6

Cited by 49 publications

(40 citation statements)

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“…This definition mirrors the conceptualization of market-oriented organizational culture by Homburg and Pflesser (2000). Values (e.g., flexibility, creativity) appear in organizational members' beliefs (Chan et al 2004); norms (e.g., willingness to find unbureaucratic solutions, appreciation of unconventional ideas) involve the company's expectations that organizational members support its innovativeness through their behaviors (Bowen and Ostroff 2004); and artifacts (e.g., stories of exemplary behavior; Higgins and McAllaster 2002) relate to the circulation of stories, arrangements, and rituals (Homburg and Pflesser 2000). An innovation-oriented culture increases innovativeness by pushing organizational members toward innovation and creating an innovation mentality (e.g., de Brentani 2001;Miron et al 2004).…”

Section: Framework and Hypothesesmentioning

confidence: 91%

“…To increase the innovation orientation of culture, they also can promote innovation-oriented values by expressing appreciation for creativity and unconventional ideas, perhaps by displaying innovation-oriented artifacts in their tangible environment. The office furniture manufacturer Steelcase created its new corporate development center as a pyramid, with many open areas designed to promote the exchange of ideas, including coffee stations with white boards for employees to record their spontaneous thoughts (Higgins and McAllaster 2002).…”

Section: Implications For Managerial Practicementioning

confidence: 99%

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Patterns and performance outcomes of innovation orientation

Stock

Zacharias

2010

J. of the Acad. Mark. Sci.

135

147

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Extant research has identified a broad set of antecedents of innovativeness, with the assumption that maximizing as many of them as possible leads to sustained innovativeness. However, companies usually face resource constraints and therefore must strive to identify and combine the most important drivers of superior innovativeness effectively. This research addresses this practical challenge by identifying typical patterns of innovation orientation and their associated performance outcomes. Drawing on configuration and boundary theory, the authors develop a framework and hypotheses, then use data from marketing managers, R&D managers, and customers to identify four patterns: integrated innovators, internally driven preservers, proactive customer-oriented innovators, and top-down innovators. The empirical results reveal performance differences across these patterns. An integrated approach leads to the highest innovativeness scores, but proactive customer-oriented innovators and top-down innovators enjoy the greatest financial success.

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Section: Framework and Hypothesesmentioning

confidence: 91%

Section: Implications For Managerial Practicementioning

confidence: 99%

Patterns and performance outcomes of innovation orientation

Stock

Zacharias

2010

J. of the Acad. Mark. Sci.

135

147

View full text Add to dashboard Cite

show abstract

“…Organizational culture has been repeatedly and consistently shown to play an important role for innovation (Chang & Lee, 2007;Higgins & McAllaster, 2002;Lau & Ngo, 2004;Lloréns Montes, Ruiz Moreno, & Miguel Molina Fernández, 2004;Martins & Terblanche, 2003;Mumford, 2000) ( Obendhain & Johnson, 2004;Ruigrok & Achtenhagen, 1999). While not many studies have examined the role of culture in the Asia-Pacific context, some studies argue from a Western European perspective, that in order to innovate firms have to meet clear requirements in regards to the managerial behaviour within the organization and its management of external relationships (Tylecote, 1996).…”

Section: Innovation Partnership Culture and Network Capitalismmentioning

confidence: 99%

“…Overall, throughout the literature, culture plays a central part in achieving innovation objectives (Ahmed, 1998;Higgins & McAllaster, 2002;Jamrog, Vickers, & Bear, 2006;Jassawalla & Sashittal, 2002;Lau & Ngo, 2004;Martins & Terblanche, 2003;Mumford, 2000). It generally influences innovation in two ways: socialization and co-ordination (Tesluk, Farr, & Klein, 1997).…”

Section: Innovation Partnership Culture and Network Capitalismmentioning

confidence: 99%

Network Capitalism and the Role of Strategy, Contracts and Performance Expectations for Asia-Pacific Innovation Partnerships

Schweitzer

2017

Innovation in the Asia Pacific

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“…These elements make reference to the concept of organizational values, foundational building blocks of for organizational culture (Khazanchi, Lewis, & Boyer, 2007) that inform structures of belief and reinforce daily practices on organizations (Higgins & McAllaster, 2002). Factor is therefore understood to be formed by Organizational Routines and Values.…”

Section: Data Obtained From Survey Has Gone Through An Exploratory Stmentioning

confidence: 99%

Service Providers’ Willingness to Change as Innovation Inductor in Services: Validating a Scale

Moreira

Guimarães

Philippe

2016

BAR, Braz. Adm. Rev.

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This study explores the willingness of service providers to incorporate changes suggested by clients altering previously planned services during its delivery, hereby named Willingness to Change in Services [WCS]. We apply qualitative research techniques to map seven dimensions related to this phenomenon: Client relationship management; Organizational conditions for change; Software characteristics and development; Conditions affecting teams; Administrative procedures and decision-making conditions; Entrepreneurial behavior; Interaction with supporting organizations. These dimensions have been converted into variables composing a WCS scale later submitted to theoretical and semantic validations. A scale with 26 variables resulted from such procedures was applied on a large survey carried out with 351 typical Brazilian software development service companies operating all over the country. Data from our sample have been submitted to multivariate statistical analysis to provide validation for the scale. After factorial analysis procedures, 24 items have been validated and assigned to three factors representative of WCS: Organizational Routines and Values -12 variables; Organizational Structure for Change -6 variables; and Service Specificities -6 variables. As future contributions, we expect to see further testing for the WCS scale on alternative service activities to provide evidence about its limits and contributions to general service innovation theory.

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Want Innovation? Then Use Cultural Artifacts that Support It

Cited by 49 publications

References 0 publications

Patterns and performance outcomes of innovation orientation

Patterns and performance outcomes of innovation orientation

Network Capitalism and the Role of Strategy, Contracts and Performance Expectations for Asia-Pacific Innovation Partnerships

Service Providers’ Willingness to Change as Innovation Inductor in Services: Validating a Scale

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