Intellectual capital, organizational culture and ambidexterity in Colombian firms

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Esteban López-Zapata ◽  
Armando De Jesús Ramírez-Gómez
Keyword(s):  
Organizational Culture ◽  
Latin American ◽  
Intellectual Capital ◽  
Structural Equation Models ◽  
Least Squares Method ◽  
Mediating Effect ◽  
Organizational Ambidexterity ◽  
Content Type ◽  
Market Culture ◽  
The Impact

PurposeThis study analyzes the impact of intellectual capital on organizational ambidexterity by evaluating the mediating effect of the different types of organizational cultures (adhocracy, clan, market and hierarchy) on the said relationship.Design/methodology/approachFrom a sample of 124 directors of Colombian firms, the information is analyzed using Structural Equation Models through the Partial Least Squares method (SEM-PLS).FindingsThe results show that intellectual capital has a positive relationship with organizational ambidexterity and that market culture presents a positive mediating effect in the said relationship, while the mediating effects of adhocracy culture, clan culture and hierarchy culture are not significant.Practical implicationsDirectors can favor the development of organizational ambidexterity by investing in the intellectual capital of their firms and by promoting the development of market culture attributes.Originality/valueThis work contributes empirical evidence on the mediating role of organizational culture in the relationship between intellectual capital and ambidexterity, highlighting the importance of market culture over other types of culture for the simultaneous development of exploration and exploitation capabilities, in the context of an emerging Latin American economy such as Colombia.

No longer a family

2019 ◽  
Vol 39 (1) ◽  
pp. 82-96
Author(s):  
Maria S. Plakhotnik ◽  
Natalia V. Volkova
Keyword(s):  
Organizational Culture ◽  
Organizational Identification ◽  
Teaching And Learning ◽  
Online Survey ◽  
Content Type ◽  
New Employees ◽  
Market Culture ◽  
Clan Culture ◽  
English Medium Instruction ◽  
The Impact

Purpose The purpose of this paper is to examine the impact of a perceived organizational culture on organizational identification and commitment of employees of a Russian university that is transforming to become an English-medium instruction (EMI) university. Design/methodology/approach Data were collected between February and March 2018, via an online survey that was disseminated among 115 new employees; 90 were completed and used for analyses. The survey included three scales. Findings Employees of the EMI university perceived its culture as market, which is not a common characteristic of universities that usually have a clan culture. The study has also demonstrated a discrepancy between the perceived (market) and the preferred (clan) organizational culture. The study has also showed that a clan, and not a market, culture strengthens employee organizational commitment and identification. Originality/value Most research has examined EMI universities from the perspectives of teaching and learning. This study contributes to the limited conceptual and theoretical base around these universities by examining their processes from a perspective of management. This paper suggests that the adoption of English as a medium of instruction requires organizational change that leads to change in organizational culture.

Innovation ambidexterity effects on product innovation performance: the mediating role of decentralization

Kybernetes ◽  
2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sebastian Ion Ceptureanu ◽  
Eduard Gabriel Ceptureanu
Keyword(s):  
Product Innovation ◽  
Structural Equation Models ◽  
Innovation Performance ◽  
Mediating Effect ◽  
Senior Executives ◽  
Innovation Capability ◽  
It Industry ◽  
Content Type ◽  
The Impact

PurposeThe purpose of the study was to analyse the impact of innovation ambidexterity represented by explorative and exploitative innovation capabilities and their combined effects on product innovation performance and to prove the mediating effect of decentralization.Design/methodology/approachThe study uses partial least squares for structural equation models and SmartPLS version 3.3.1 on a sample of 174 Romanian medium- and large-sized firms from the IT industry to test six research hypotheses. To measure innovation ambidexterity, the orthogonal approach was used, conceptualizing innovation ambidexterity as a multidimensional, second-order construct composed of explorative and exploitative innovation capabilities. Innovation ambidexterity was conceptualized as a multiplicative term of both explorative and exploitative innovation capabilities.FindingsThe empirical results prove that innovation ambidexterity is positively correlated with product innovation performance, while decentralization is mediating the impact of innovation ambidexterity on product innovation performance in the IT industry.Research limitations/implicationsThe data was based on self-reported assessments of senior executives. While innovation ambidexterity may influence product innovation performance in the long term, such long-term effects are not assessed. Other studies found a moderating effect between centralization or decentralization and ambidexterity, while we found that it has a mediating effect.Practical implicationsIn the context of innovation capability, the combination of explorative or exploitative capabilities may lead to a better synergy. Innovation ambidexterity influences product innovation performance through a synergistic effect, making the simultaneous combination of capabilities useful for firms willing to make efficient use of existing resources and make their capabilities mutually supportive. Moreover, for senior executives, the effects of decentralization as a mediator provide further incentive to include it in their development of firms' innovation capabilities.Originality/valueThis study extends findings of other studies by contributing to a deeper examination of the effects of decentralization, on innovation outcomes by focusing on a specific type of innovation, product innovation. Moreover, since innovation capability is often studied in small firms or in the manufacturing industry, this study contributes to the research on innovation capability and the consequences on innovation capability in the services sector and medium- and large-sized companies. By proving that decentralization mediates the effects of innovation ambidexterity on product innovation performance, it enables reconsideration of the organizational structure role in fostering innovation.

scholarly journals Intellectual capital and organizational ambidexterity in Chinese and Irish professional service firms

2016 ◽  
Vol 3 (2) ◽  
pp. 94-114 ◽  
Author(s):  
Na Fu ◽  
Qinhai Ma ◽  
Janine Bosak ◽  
Patrick Flood
Keyword(s):  
Firm Performance ◽  
Organizational Performance ◽  
Intellectual Capital ◽  
Professional Service ◽  
Service Firms ◽  
Organizational Ambidexterity ◽  
Professional Service Firms ◽  
Content Type ◽  
Internal Management ◽  
The Impact

Purpose – Organizational ambidexterity enables firm to simultaneously exploit existing resources and explore new resources. It is associated with high levels of organizational performance. The purpose of this paper is to identify key internal management resources which contribute to building organizational ambidexterity. In particular, this study examines the impact of intellectual capital, i.e. human, social, and organizational capital, on organizational ambidexterity which in turn influences firm performance. Design/methodology/approach – The research was conducted within the context of professional service firms due to the importance of intellectual capital and organizational ambidexterity. Data were collected from 112 Chinese (cross-sectional design) and 93 Irish accounting firms (time-lagged design). Findings – Results provide support for the linkage of intellectual capital to organizational ambidexterity and firm performance. Interestingly, findings are mixed regarding the impact of the three types of capital resources on organizational ambidexterity across both countries. Practical implications – This study finds that various components of intellectual capital facilitate organizational ambidexterity which in turn improves firm performance. Therefore the authors provide managers with evidential support for the salience of intellectual capital in enabling organizations to simultaneously engage in exploiting existing resources while also exploring new ideas and opportunities. Originality/value – This study is unique in that it highlights the importance of internal management resources in building up organization’s ambidexterity capability. The link between intellectual capital and organizational ambidexterity was established using a rigorous research design which has not been done before. It also emphasizes the role of people in leading to organizational effectiveness via developing organizational ambidexterity. Furthermore the evidence is gathered in two countries.

scholarly journals The impact of open-border organization culture and employees’ knowledge, attitudes, and rewards with regards to open innovation: an empirical study

2020 ◽  
Vol 24 (9) ◽  
pp. 2273-2297 ◽  
Author(s):  
Deemah Alassaf ◽  
Marina Dabić ◽  
Dara Shifrer ◽  
Tugrul Daim
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Open Innovation ◽  
Management Practices ◽  
Mediating Effect ◽  
Data Set ◽  
Content Type ◽  
Industrial Sectors ◽  
Multi Level ◽  
The Impact

Purpose The purpose of this paper is to fill a significant research gap in academic literature pertaining to open innovation (OI). To do so, this paper empirically tests the impact of organizational culture, employees’ knowledge, attitudes and rewards as antecedents and mediators of OI adoption in organizations, facilitating a more thorough understanding by using an empirical multi-level approach. Design/methodology/approach This paper analyzes the results of the “Identification of Industrial Needs for Open Innovation Education in Europe” survey through a quantitative analysis using logistic regression models. This survey includes 528 employees working in 28 different industrial sectors in 37 countries, most of which are in Europe. Findings The results suggest a positive impact of organizational characteristics on the adoption of OI (i.e. including the adoption of outside-in and inside-out OI activities in participating organizations), showing that the openness of an organization’s culture increases its likelihood of adopting an OI paradigm. More importantly, the results highlight the positive mediating effect of employees’ knowledge and rewards on this relationship. Research limitations/implications The data set that was the basis of this paper was generated in European countries, the results of the analysis are limited and appropriate for this region and may vary when applied to other regions of the world. Practical implications The proposed multi-level approach offers new insight into organizational knowledge. It enables the improvement of OI and knowledge management practices in organizations by assisting practitioners and academics in recognizing the relationship between organizational culture; employees’ knowledge, attitudes and rewards; and the adoption of the OI paradigm. Social implications This paper offers a possible explanation on why open-border cultures are more likely to have a successful OI adoption, by relating it to factors that advance in the presence of an open-border culture, such as active participation of OI relative departments in knowledge sourcing and knowledge exchange, and rewarding employees for OI activities. Originality/value This paper presents a new framework which links organizational culture to OI, moving on from merely examining culture in terms of its positive or negative impact on OI adoption. It contributes to research on the OI paradigm and knowledge management by highlighting the significance of antecedents and mediators from a multi-level perspective using multiple units of analysis. Most previous studies focus on a single unit of analysis.

scholarly journals Örgütsel Çeviklik Açısından Örgüt Kültürü ve Firma Performansı Üzerine Bir Alan Araştırması

2021 ◽  
Vol 7 (13) ◽  
pp. 313-353
Author(s):  
Emine SEVER ◽  
Mahmut PAKSOY
Keyword(s):  
Organizational Culture ◽  
Firm Performance ◽  
Structural Equation ◽  
Online Survey ◽  
Mediating Effect ◽  
Equation Modeling ◽  
Survey Method ◽  
Organizational Agility ◽  
Market Culture ◽  
The Impact

The aim of this study is to determine the mediating effect of organizational agility on the impact of organizational culture on firm performance. Within the scope of the study, firstly, a conceptual framework about organizational culture, organizational agility and firm performance was created, and then the findings and results obtained from the survey application conducted within the scope of the research were included. The research sample consists of 140 company employees belonging to the Manufacturing, Service, IT, Retail and Agriculture sectors in the provinces of Istanbul, Ankara, Izmir, Tekirdağ, Kocaeli and Zonguldak. The survey data were collected by the online survey method using the non-coincidental convenience sampling method. Quantitative data analysis was applied in the research. The questionnaire form using a 5-point Likert scale consists of demographic questions and organizational culture, organizational agility and firm performance scales. In the study, in which structural equation modeling was preferred as a model, SPSS 25.0 and AMOS 22 package programs were used in the analysis of the data. Confirmatory factor analysis was checked for validity test and Cronbach's alpha values were checked for reliability. According to the findings of the study, organizational agility has a mediating effect on the effect of clan, adhocracy and hierarchy cultures on firm performance. However, the mediating effect of market culture could not be determined. In terms of demographic characteristics, significant differences were determined between perceptions of organizational culture, organizational agility and firm performance. Keywords: Organizational Culture, Organizational Agility, Firm Performance

Two sides of the same coin? Leadership and organizational culture

2018 ◽  
Vol 39 (8) ◽  
pp. 975-994 ◽  
Author(s):  
Melody P.M. Chong ◽  
Yufan Shang ◽  
Malika Richards ◽  
Xiji Zhu
Keyword(s):  
Organizational Culture ◽  
Social Learning ◽  
Leadership Styles ◽  
Cognitive Theory ◽  
Empirical Studies ◽  
Mediating Effect ◽  
Influence Strategies ◽  
Content Type ◽  
The Social ◽  
The Impact

Purpose Researchers have adopted a somewhat narrow conceptualization of organizational culture, founded on specific assumptions about the impact of founders or top leadership. The purpose of this paper is to address this research gap. Design/methodology/approach Based on 356 Chinese employees, this paper examines the relationships between organizational culture, leadership and employee outcomes. Specifically, the paper focuses on a mediation model by looking at how different leadership processes impact the relationship between culture and outcomes. Findings Supportive and task leadership styles and a persuasive influence strategy are correlated with team, detail and innovation cultures, respectively, and are significantly stronger than that of other leadership styles/strategies. Partial support is found for the mediating effect of task and change leadership styles, and assertive and persuasive influence strategies. Contrary to the authors’ second assumption regarding the social learning effect on outcomes, the study provides a tentative conclusion that different culture types may have different levels of strength in molding middle management and consequently influencing subordinate outcomes. The model of “culture-leadership-outcome” generally shows a similar pattern with the reverse effect of “leadership-culture-outcome.” Originality/value This study was the first to examine the impact of organizational culture on leadership and their effect on organizational outcomes, and to compare the reverse relationship. It suggests a new model that combines social cognitive theory with concepts drawn from the social learning perspective. Both the significant and non-significant results enhance our understanding on the mediating effects of leadership and culture. The findings also enrich leadership theory because no empirical studies systematically examined the similarities and differences between style approaches and influence strategies.

Intellectual capital, impact factor on competitiveness: manufacturing industry SMEs in Mexico

2016 ◽  
Vol 20 (1) ◽  
pp. 1-11 ◽  
Author(s):  
Jose Sanchez-Gutierrez ◽  
Juan Mejia-Trejo ◽  
Juan Antonio Vargas-Barraza ◽  
Guillermo Vazquez-Avila
Keyword(s):  
Intellectual Capital ◽  
Structural Equation ◽  
Manufacturing Industry ◽  
Structural Equation Models ◽  
Design Strategies ◽  
Key Factors ◽  
Content Type ◽  
Confirmatory Factor ◽  
Independent Variable ◽  
The Impact

Purpose The main purpose of this paper is to analyse the impact of the intellectual capital (IC) on the competitiveness in the manufacturing small- and medium-sized enterprises (SMEs) in Mexico. Design/methodology/approach The approach of this investigation is developing a theoretical construct to determine the correlation between IC and competitiveness and find the most relevant factors that impact it, where IC is independent variable and the competitiveness is dependant variable. Using the Likert scale to determine the degree of agreement or disagreement, the survey was applied to 420 SMEs. The results were analysed using confirmatory factor analysis, Cronbach’s alpha and subsequently structural equation models. Findings The results show that the IC dimensions – the information obtained, IC developed and learning and feedback – have an effect on the competitiveness of SMEs. The paper presents the theoretical validation of the factors that impact on IC and competitiveness and hence they are the key elements that impact mostly on each analysed variable. Practical implications The results obtained measure the level of correlation between the variables in the study, helping to design strategies for the key factors needed to integrate the IC and to develop competitive synergies in the manufacturing SMEs. Originality/value This study shows the effects of the IC that are directly impacting the competitiveness of SMEs so that each factor of the dependent and independent variables should be analysed separately to propose improvements in implementing IC to seek higher level of competitiveness.

scholarly journals Influence of Organizational Culture & Intellectual Capital on Business Performance in Textile Industry of Pakistan

2021 ◽  
Vol 45 (1) ◽  
pp. 243-265
Author(s):  
Syed Muhammad Fahim ◽  
Syeda Misbah Inayat ◽  
Syed Muhammad Rafay Zaidi ◽  
Daniyal Ahmed ◽  
Ramish Hassan ◽  
...  
Keyword(s):  
Organizational Culture ◽  
Technological Innovation ◽  
Intellectual Capital ◽  
Textile Industry ◽  
Business Performance ◽  
Sampling Technique ◽  
Mediating Effect ◽  
Set Up ◽  
The Impact ◽  
The Relationship

This paper aims to find out the extent to which organizational culture and intellectual capital influence the textile industry’s business performance in Pakistan. The study uses causal and explanatory research design. Several 200 textile industry employees participated in this survey, selected as the study sample using the purposive sampling technique. The study detects that both organizational and intellectual capital directly impact the textile firms’ business performance. However, the impact of intellectual capital on business performance is more substantial than that of organizational culture. The mediating effect of technological innovation in the relationship between organizational culture and business performance is also supported. The study can be used by the textile industry managers to set up policies on how to improve business performance in the textile firms. The study also fills the literature gap as prior studies do not have worked on the mediating aspect of technological innovation.

A multidimensional view of intellectual capital: the impact on organizational performance

2015 ◽  
Vol 53 (3) ◽  
pp. 668-697 ◽  
Author(s):  
Kaveh Asiaei ◽  
Ruzita Jusoh
Keyword(s):  
Social Capital ◽  
Organizational Culture ◽  
Organizational Performance ◽  
Intellectual Capital ◽  
Stock Exchange ◽  
Listed Companies ◽  
Chief Financial Officers ◽  
Content Type ◽  
Knowledge Resources ◽  
The Impact

Purpose – The purpose of this paper is to empirically explore intellectual capital (IC) from a multidimensional perspective and its relationship with organizational performance (OP) within Iranian public listed companies. Design/methodology/approach – Survey data from Chief Financial Officers in 128 companies within Tehran Stock Exchange were collected and analyzed using partial least squares regressions. Findings – The findings suggest that organizational culture plays a significant role in developing human capital and structural capital while trust is a major determinant of all the IC components, namely human, structural, relational, and social capital. The results also confirm that the investment in human, structural, and relational capital could potentially bring about OP improvement in Iranian public listed companies. Practical implications – A synthesis of various sub-elements of IC supports executives in detecting, capturing, and assessing the different kinds of knowledge resources which must be taken into consideration individually for maximizing OP. Such multidimensional and comprehensive conceptualization of IC would assist organizations to remedy the inefficiency in the exploitation of IC and thereby providing a robust system in order to capture and measure IC more effectively. Originality/value – This study combines literature on IC across diverse academic fields. The multidimensional conceptualization of IC with four sub-dimensions (i.e. human, structural, relational, and social capital) as well as supplementing two antecedent constructs (trust and organizational culture) offer a more systematic manner to synthesize several knowledge-based drivers toward performance which have not been addressed simultaneously in a comprehensive framework.

Organizational culture differences and post-acquisition performance

2017 ◽  
Vol 38 (5) ◽  
pp. 719-741 ◽  
Author(s):  
Slađana Savović
Keyword(s):  
Organizational Culture ◽  
Statistical Significance ◽  
Employee Attitudes ◽  
Transitional Economies ◽  
Mediating Effect ◽  
Linear Regression Models ◽  
Acquisition Performance ◽  
Content Type ◽  
The Impact ◽  
Culture Differences

Purpose The purpose of this paper is twofold: first, to examine the impact of organizational culture differences on post-acquisition performance, and second, to provide deeper understanding of the mechanisms through which the impact occurs introducing into the analysis the mediating effect of employee attitudes. Design/methodology/approach The sample is based on domestic and international acquisitions in Serbia carried out during the period 2002-2011. Linear regression models were fitted according to Baron and Kenny procedures for mediation analysis. Statistical significance of the indirect or mediated effect is calculated by using the bootstrap test. Findings The results show that organizational culture differences positively impact post-acquisition performance. Moreover, employee attitudes are found to be a partial mediator of the relationship between culture differences and post-acquisition performance. Practical implications The presented results are especially useful for managers involved in the processes of acquisitions indicating that culture differences, if properly understood and managed, can be a source of value creation. Further, the results of the analysis indicate that managers must monitor and evaluate employee attitudes towards changes and help employees to face the challenges of change, thereby contributing the improvement of post-acquisition performance. Originality/value Previous research of organizational culture differences in transitional economies is limited, and this study is the first empirical investigation of the impact of organizational culture differences on post-acquisition performance in Serbia. This paper aids researchers and practitioners to identify the specific cultural challenges in the context of transitional economies.

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