Unraveling the Determinants and Consequences of an Innovation-Supportive Organizational Culture

2000 ◽  
Vol 25 (1) ◽  
pp. 59-76 ◽  
Author(s):  
Gaylen N. Chandler ◽  
Chalon Keller ◽  
Douglas W. Lyon
Keyword(s):  
Organizational Culture ◽  
Firm Performance ◽  
Human Resource ◽  
Direct Relationship ◽  
Reward System ◽  
Manufacturing Firms ◽  
Competitive Environment ◽  
System Support ◽  
Supervisory Support ◽  
Innovative Culture

The current research identifies constructs that are supportive of an innovative culture in small to medium-sized enterprises. A sample of 429 employees in 23 small to medium-sized manufacturing firms was used to identify constructs associated with an innovative culture. Supervisory support and reward system support are both positively related to an innovative culture. Perceived work overload is negatively related. Companies with cultures supportive of innovation tend to be smaller, have fewer formalized human resource practices, and less munificent resources. There is no direct relationship between an innovative culture and firm performance; however, when the competitive environment is changing rapidly firm earnings are enhanced by an innovative culture.

scholarly journals Influence of Organizational Culture and Innovation on Banks’ Performance: A Quantitative Approach

2021 ◽  
pp. 42-49
Author(s):  
S. M. Abodunde ◽  
J. C. Unachukwu ◽  
T. D. Jooda ◽  
O. R. Togun
Keyword(s):  
Organizational Culture ◽  
Regression Model ◽  
Banking Sector ◽  
Positive Association ◽  
Quantitative Approach ◽  
Competitive Environment ◽  
Staff Members ◽  
The Right ◽  
Innovative Culture ◽  
Self Administered Questionnaire

The study examines the influence of organizational culture and innovation on banks’ performance with particular reference to the selected banks in Nigeria. Data were gathered using a self-administered questionnaire distributed to the 175 employees of Zenith bank, Guaranty bank, First bank United Bank for Africa, and Eco bank located in Ibadan metropolis. Pearson Moment correlation and regression model were used to analyse the data. The study established that organizational culture and innovation jointly and independently influence banks’ performance. It was also established that organizational culture has a direct and positive association with innovation. It was concluded that organizational culture and innovation are major strategies for the banking sector to wax stronger minds global competitive environment and COVID-19 syndrome.  Therefore, Nigerian banks encourage their staff members to create innovative ideas and provide them the right reward to establish an innovative culture in the organization. This study practically provides a useful recommendation to the Nigerian banks on the significance of organizational culture and innovation and their contribution to performance.

scholarly journals Human resource practices, employee attitudes and small firm performance

2016 ◽  
Vol 35 (4) ◽  
pp. 470-494 ◽  
Author(s):  
Yanqing Lai ◽  
George Saridakis ◽  
Stewart Johnstone
Keyword(s):  
Job Satisfaction ◽  
Firm Performance ◽  
Financial Performance ◽  
Human Resource ◽  
Small Firm ◽  
Direct Relationship ◽  
Labour Productivity ◽  
Employee Attitudes ◽  
Hr Practices ◽  
The United Kingdom

This article uses the matched employee–employer dataset from the Workplace Employment Relations Study of 2011 (WERS2011) in Britain to empirically examine the direct relationship between human resource management (HRM) practices and small and medium-sized enterprise (SME) performance in the United Kingdom, as well as the potential moderating effect of organisational commitment/job satisfaction on the HRM-performance linkage. We find a positive and direct relationship between the use of certain formalised human resource (HR) practices and SME performance, measured by financial performance and labour productivity. More importantly, we find that the positive relationship between HR practices and financial performance varies between SMEs with high job satisfaction and low job satisfaction, and that the relationship is weakened in SMEs with high job satisfaction. The results suggest that certain HR policies and practices may improve small firm performance, especially within firms with low levels of commitment and satisfaction.

Drivers of supply chain integration and the role of organizational culture

2016 ◽  
Vol 22 (1) ◽  
pp. 89-115 ◽  
Author(s):  
Erlinda N. Yunus ◽  
Suresh K. Tadisina
Keyword(s):  
Organizational Culture ◽  
Supply Chain ◽  
Firm Performance ◽  
Manufacturing Firms ◽  
Supply Chain Integration ◽  
Equation Modeling ◽  
Content Type ◽  
The Impact ◽  
The Relationship

Purpose – Supply chain integration (SCI) is a set of practices driven by many factors and circumstances. The purpose of this paper is to examine firms’ internal and external drivers of SCI, evaluate the impact of the integration on firm performance, and further investigate the moderating role of organizational culture in strengthening the relationships between firms’ drivers and SCI. Design/methodology/approach – For the purpose of this study, manufacturing firms were identified as the focal firms in supply chains, and thus data were collected through a survey of 223 Indonesian-based manufacturing firms. Two informants from each firm became the respondents. Structural equation modeling was used to analyze the data. Findings – This study confirmed the positive relationship between SCI and firm performance. The results also indicated that internal driver, or specifically firms’ customer orientation (CO), triggered the initiation of SCI. Organizational culture, in terms of external focus, positively influenced the relationship between CO and SCI. Research limitations/implications – This study illustrates the important role of organizational culture in determining the shape of the relationship between firms’ drivers and SCI. The results of this study enhance the understanding of SCI, especially related to types of organizational culture that could promote the integration. Originality/value – This study brings a different dimension of SCI as this study provides evidence from a developing country, which might implement different practices as compared those of developed countries. This study provides a measure of internal drivers, which has not been empirically investigated. The new measure was tested and validated using a rigorous process, and thus could be employed in other studies with different settings.

scholarly journals Influence of Human Resource Processes on the Performance of Selected Manufacturing SMEs in Nairobi City County, Kenya

2020 ◽  
Vol 5 (6) ◽  
Author(s):  
Victor K. Kering ◽  
James M. Kilika ◽  
Jane W. Njuguna
Keyword(s):  
Firm Performance ◽  
Human Resource ◽  
Management Practices ◽  
Positive Influence ◽  
Manufacturing Firms ◽  
Small Sample ◽  
Sub Saharan Africa ◽  
Significance Levels ◽  
Sub Saharan ◽  
Geographical Scope

Manufacturing firms in Sub-Saharan Africa are not optimally managed which substantially lowers their productivity. The informal approach to human resource management is attributable to poor management practices with a consequent effect on performance. Due to these challenges, this study sought to examine the effect of human resource processes on the performance of manufacturing SMEs in Nairobi City County, Kenya. The study was explanatory and was based on 136 manufacturing SMEs which was drawn using proportionate stratified sampling. Data collection was achieved through the use of a self–administered questionnaire which was subjected to an inter-consistency test using the Cronbach's coefficient, α ≥ 0.70, which indicated that the research instrument was reliable. Descriptive and inferential statistics (at 0.05 significance levels) was used for the analysis of data. Diagnostic tests were conducted before regression analysis with the data was presented in tabular format. The results show that human resource processes cumulatively explain 23% of the variations in firm performance, therefore, the study concludes that the human resource processes have a positive influence on firm performance. The study recommends that manufacturing firms should seek to entrench an HR philosophy with commensurate improvements in the HR practises. The study limitations include a relatively small sample and geographical scope.

scholarly journals Green Human Resource Management and Environmental Innovativeness

2021 ◽  
Vol 16 (6) ◽  
pp. 1117-1130
Author(s):  
Sufaid Ali ◽  
Anees Janee Ali ◽  
Khurram Ashfaq ◽  
Jamshed Khalid
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Manufacturing Firms ◽  
Hrm Practices ◽  
Furniture Manufacturing ◽  
Green Human Resource Management ◽  
Innovative Culture ◽  
Moderating Role

Drawing upon the resource-based view and the situated learning theory, this study examined the effect of green human resource management (HRM) practices on the firm environmental innovativeness. The moderating role of organizational innovative culture on the relationship between green HRM and firm environmental innovativeness was also assessed. A survey of 212 furniture manufacturing companies in Malaysia was analyzed using structural equation modeling. Results from the data analysis suggest that green HRM practices are positively associated with the firm environmental innovativeness. The positive effect of green training and green compensation on firm environmental innovativeness was found to be increased by moderating the role of organizational innovative culture. The present study clarifies key green HRM practices that can assist the environmental innovativeness in Malaysian furniture manufacturing firms and advances related research by proposing and examining an overarching model to enlighten such synergies and the moderating role of organizational innovative culture. The findings further extend the scope of green HRM research to promote innovation in the manufacturing firms. The theoretical and practical implications of green HRM are presented to enhance the environmental innovativeness.

scholarly journals Human Resource Management Practices and Firm Performance: A Study of Manufacturing Firms in Kenya

2014 ◽  
Vol 3 (1) ◽  
pp. 392-406
Author(s):  
Peter K' Obonyo ◽  
Bulitia Godrick M ◽  
Ojera Patrick B
Keyword(s):  
Resource Management ◽  
Firm Performance ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Edible Oils ◽  
Manufacturing Firms ◽  
Marketing Manager ◽  
Regional Market ◽  
Human Resource Management Practices

Manufacturing in Kenya account for the greatest share of industrial production output characterized by relatively low value addition of 7.5 per cent recorded in 2010 to 2.3 per cent recorded in 2011, low employment and capacity utilization and a paltry 25 percent export volumes. However, the share of Kenyan products in the regional market is only 7 percent of the US $11 billion regional market and its contribution to the GDP has remained at about 10 percent since the 1960s. This has given rise to the concern that practicing managers have put little effort to improve the situation. This study therefore sought to establish the relationship between Human Resource Practices and firm performance in the manufacturing firms in Kenya. Used a census survey of the 68 medium and large manufacturing firms whose core activities involved in production and marketing of edible oils, soaps and detergents, beverages or sugar registered in the Kenya Association of Manufacturers directory 2012. Data was collected through self administered questionnaires sent to the Production Manager, Brand Manager, Human Resource Manager, Marketing Manager, or the relevant manager dealing with innovations. The main findings of this study reveals that manufacturing firms apply human resource management practices to different extents. For instance, some models of human resource management practices such as licensing are not commonly used, while others like hiring of skilled employees and teaching company schemes are very common with average composite mean score of 4.00 and 4.08 out of the best score of 5.0 respectively.

scholarly journals Organizational Culture And Knowledge Management: A Study Of Dangote Cement Manufacturing Firms, Obajana, Kogi State, Nigeria

2018 ◽  
Vol 6 (07) ◽  
Author(s):  
Icheme Monday Ojochide ◽  
Ikharehon, Julius A. ◽  
Itoya Joy
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Knowledge Acquisition ◽  
Knowledge Creation ◽  
Strong Predictor ◽  
Manufacturing Firms ◽  
Organization Culture ◽  
Supportive Culture ◽  
Cement Manufacturing ◽  
Innovative Culture

The objective of the study was to ascertain the role of organizational culture in knowledge management with particular reference to Obajana Cement Manufacturing Firms, Kogi State. The study employed secondary data mainly through the reviewed literature Findings revealed that supportive culture and innovative culture significantly influence knowledge sharing and knowledge creation while bureaucratic culture at times affects knowledge acquisition to some extent. The bureaucratic culture at times affects knowledge acquisition to some extent. Bureaucratic culture can be effective depending on the situation and work environment. The study concluded that organizational culture (Bureaucratic, supportive and innovative culture) strongly determines the extent to which knowledge management is implemented in the organization. Organization culture is a strong predictor of knowledge management, its success or failure to enhance the organization's sustained competitive advantage toward better performance. The study finally recommended that organizations will endeavor to adopt a bureaucratic culture as it tends to create the expectation among organizational members and influence management to provide a clear vision of purpose for knowledge management before the employees will embark on the implementation of knowledge management activities. Although supportive culture and innovative culture help organizations to meet up the demands and needs of customers through knowledge creation, acquisition, and sharing. Organization members should be re-oriented based on the essence of new knowledge to facilitate their job performance

Cooperative Alliances and Competitive Strategies in Small Manufacturing Firms

1993 ◽  
Vol 17 (4) ◽  
pp. 43-56 ◽  
Author(s):  
Peggy A. Golden ◽  
Marc Dollinger
Keyword(s):  
Firm Performance ◽  
Small Firm ◽  
Small Firms ◽  
Direct Relationship ◽  
Interorganizational Relationships ◽  
Manufacturing Firms ◽  
Competitive Strategies ◽  
Strategic Posture ◽  
Cooperative Strategies

This study extends existing work in the area of interorganizational relationships by exploring the interaction between the strategic posture of small firms and their propensity to form cooperative linkages. The most critical finding is that most small firms do use cooperative strategies, and that these strategies are used differentially by different strategic types. However, it is unclear whether there is a direct relationship between the competitive postures, interorganizational strategies, and small firm performance.

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