Studying the Relationship between Organizational Innovation and System thought in Service Organization

2014 ◽  
Vol 4 (7) ◽  
Author(s):  
Ali Margir ◽  
Nahid Tereh Eiduzehi ◽  
Zakaria Surizehi ◽  
Naser Kamaly Kamalipur
Keyword(s):  
Organizational Innovation ◽  
Service Organization ◽  
The Relationship ◽  
System Thought

scholarly journals Sustainable Innovation in Small Medium Enterprises: The Impact of Knowledge Management on Organizational Innovation through a Mediation Analysis by Using SEM Approach

2020 ◽  
Vol 12 (6) ◽  
pp. 2407 ◽  
Author(s):  
Jaffar Abbas ◽  
Qingyu Zhang ◽  
Iftikhar Hussain ◽  
Sabahat Akram ◽  
Aneeqa Afaq ◽  
...  
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Structural Equation ◽  
Organizational Innovation ◽  
Garment Industry ◽  
Equation Modeling ◽  
Sustainable Innovation ◽  
Study Results ◽  
The Impact ◽  
The Relationship

This current study is among the very few investigations, which seeks the relationship between knowledge management and sustainable organizational innovation in garment business firms. This investigation focused on examining how organizational learning mediates the relationship between knowledge management and sustainable organizational innovation. This research establishes that knowledge management and organizational innovation procedures are integral parts of the progress and survival of the organizations. The received data of this population reports on the garment firms, operating their businesses in Lahore and Gujranwala. The study applied a stratified random sampling method for data collection and employed structural equation modeling (SEM) to examine the hypothesized relationships. The results specify that knowledge management shows a significant positive association with organizational learning, which in turn reveals a positive linkage to sustainable organizational innovation in SMEs of the garment industry. The study results also specify that organizational learning mediates the relationship between knowledge management and sustainable organizational innovation. This research survey identifies the significance of knowledge management and organizational learning in executing the process of organizational innovation, and it helps business managers to understand organizational learning as a mediator, which in turn indicates the benefits of knowledge management in achieving sustainable organizational innovation. This review provides an empirical indication of original data to investigate the linkage between knowledge management, sustainable innovation process, and organizational learning culture in the Pakistani garment sector. The generalizability of the study fallouts is restricted to the garment industry, and it offers valuable insights for imminent researchers.

scholarly journals BİLGİ TABANLI YENİ EKONOMİDE BİLGİ YÖNETİMİ VE YENİLİKÇİ İŞLETMELER

2018 ◽  
Vol 6 (3) ◽  
Author(s):  
Saadet Ela PELENK
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Information Acquisition ◽  
Organizational Innovation ◽  
Continuous Learning ◽  
Significant Positive Effect ◽  
Technological Changes ◽  
Knowledge Based ◽  
The Relationship ◽  
Positive Effect

Economic, social, cultural and technological changes increase the importance of information. It is possible for organizations to adapt to change, by sharing up-to-date information. Knowledge-based new economies which consist dynamic market conditions, network-based organizational structure, continuous learning, digitalization, innovations and innovative businesses as competitive advantage source, corporate knowledge management has a strategic importance. Th eaim of this research is to determine the relationship among innovation and sub-dimensions of knowledge management as "information acquisition” and “education and communication". For this purpose, a survey was conducted with 120 employees of 3 innovative organizations that operate in various sectors. According to the results of the research, the acquisition of information has a significant positive effect on organizational innovation (β=0,29; t=3,10; p<0,05); education –training and communication variables have no significant effect on organizational innovation (p>0,05).

Knowledge heterogeneity, social capital, and organizational innovation

2018 ◽  
Vol 31 (2) ◽  
pp. 304-322 ◽  
Author(s):  
Fu-Sheng Tsai
Keyword(s):  
Social Capital ◽  
Design Methodology ◽  
Qualitative Data ◽  
Organizational Innovation ◽  
Three Dimensions ◽  
Shared Knowledge ◽  
Content Type ◽  
Quantitative Studies ◽  
The Relationship ◽  
Heterogeneous Knowledge

Purpose Observing across four comparative case organizations, the purpose of this paper is to identify two sources of contingency (i.e. construct and contextual contingency) for the relationship between knowledge heterogeneity and innovation. Design/methodology/approach The contingencies was explored by conducting a comparative case analyses with rich qualitative data extracted and interpreted from four case companies. Findings First, the construct contingency is examined by refining knowledge heterogeneity into three dimensions: domain, process, and context heterogeneity. Specifically, the author proposed that knowledge heterogeneity in domain is associated with innovation in an inverted U-shape, while heterogeneity in process and context dimensions both negatively influence innovation. Second, contextual contingency is studied. The author proposed that: trust positively moderates the relationship between knowledge heterogeneity and innovation; depending on the knowledge owner attributes, centralization positively or negatively moderates the relationship between heterogeneous knowledge and innovation; shared knowledge vision positively moderates the relationship between knowledge heterogeneity and innovation. Originality/value The influences of knowledge heterogeneity on innovation have yet been inconsistent. The present study set to reconcile such inconsistency with a solution of contingencies that intervene the heterogeneity-innovation relationship. These results offer useful references for future large-scaled, quantitative studies.

Demystifying Unlearning and Innovation in Higher Education Institutions

2019 ◽  
pp. 185-200
Author(s):  
Isabel Martins ◽  
Ana Martins ◽  
Orlando P. Pereira
Keyword(s):  
Organizational Learning ◽  
Dynamic Capabilities ◽  
Organizational Innovation ◽  
Learning Ability ◽  
Dominant Logic ◽  
Organizational Forgetting ◽  
Constructivist Perspective ◽  
The Relationship ◽  
Innovation In Higher Education ◽  
Vital Resource

This chapter analyzes human and emotional capitals as the main source for organizational change, innovation, and learning. Individuals and teams thus have the aptitude to revitalize their learning ability. The purpose of this chapter is to explore the relationship between intentional unlearning and forgetting. Dynamic capabilities and knowledge management emphasize that organizational innovation depends on knowledge considered to be the vital resource. The old dominant logic must be unlearned for organizations to embrace innovation and creativity. Organizational learning models are critiqued and the capacity for unlearning in organizational learning processes is highlighted. Unlearning typologies and related barriers of organizational forgetting are critiqued. Furthermore, unlearning leads to innovation as re-learning is based on initiative and experimentation between individuals in a blameless culture. The organizational learning social constructivist perspective is adopted in a dynamic capability theoretical framework. Furthermore, the notion of transdisciplinarity embraces a new age mindset which refutes the old dominant logic.

An Intellectual Capital-Based View of Technological Innovation

2010 ◽  
pp. 166-193 ◽  
Author(s):  
Miriam Delgado-Verde ◽  
Jorge Cruz-González
Keyword(s):  
Technological Innovation ◽  
Intellectual Capital ◽  
Organizational Innovation ◽  
Incremental Innovation ◽  
Knowledge Resources ◽  
General Terms ◽  
Innovation Product ◽  
Productive Factor ◽  
Technological Capital ◽  
The Relationship

The growing importance of knowledge as a key productive factor in today’s society requires a change in thinking about innovation in general terms as well as in specific terms, such as technological innovation, product innovation and organizational innovation (Nonaka, 1994). Also, companies are aware that knowledge is the most valuable and strategic resource to face the current environment (Chen et al., 2004). In this sense, intellectual capital is increasingly interesting to companies that get their benefits through innovation and knowledge. For this reason, it is important to study the relationship between intellectual capital and innovation (Edvinsson and Sullivan, 1996). In fact, it is widely accepted that an organization capability to innovate is closely tied to it is intellectual capital, or its ability to utilize its knowledge resources (Subramaniam and Youndt, 2005). So, this research proposes a theoretical model to identify and classify the different elements of intellectual capital (human capital, organizational capital, technological capital, relational capital and social capital) as a source of various types of technological innovation (product, process, radical and incremental innovation), analyzing the relationship between each of those components and the four types of innovation.

Paternalistic leadership and innovation: the moderating effect of environmental dynamism

2019 ◽  
Vol 22 (3) ◽  
pp. 562-582 ◽  
Author(s):  
Bojun Hou ◽  
Jin Hong ◽  
Kejia Zhu ◽  
Yu Zhou
Keyword(s):  
Cultural Context ◽  
Organizational Innovation ◽  
Moderating Effect ◽  
Moral Leadership ◽  
Environmental Dynamism ◽  
Paternalistic Leadership ◽  
Content Type ◽  
Authoritarian Leadership ◽  
The Relationship ◽  
Exploratory Innovation

Purpose The purpose of this paper is to focus on how the three elements of paternalistic leadership – authoritarianism, benevolence and moral leadership – affect organizational innovation – both explorative and exploitative innovation – in Chinese enterprises. It also examines the moderating effect of environmental dynamism on the relationship between paternalistic leadership and organizational innovation. Design/methodology/approach Data on 190 superior–subordinate dyads are collected using questionnaire surveys. The supervisors are recruited from the MBA program in a famous university in the city of Hefei, China, who are also asked to distribute subordinate questionnaires to their subordinates. The hierarchical regression analysis is conducted to test the hypotheses by using SPSS 22.0. Findings The analysis of 190 superior–subordinate dyads shows that benevolent and authoritarian leadership is positively related to exploratory innovation, while moral leadership has no significant impact on exploratory innovation. The results also reveal that all three elements of paternalistic leadership is, in general, positively correlated with exploitative innovation. Furthermore, environmental dynamism moderates the relationship between paternalistic leadership and innovation. In a dynamic environment, moral leadership has a stronger positive effect on innovation, but only on exploratory innovation; whereas authoritarian leadership exerts more detrimental effects on both exploratory and exploitative innovation. Originality/value The current work contributes to understanding the relationship between paternalistic leadership and innovation in the Chinese cultural context by examining the effects of the three elements of paternalistic leadership separately and by showing how these effects can be moderated by environmental dynamism.

Transformation leadership and creativity

2019 ◽  
Vol 48 (5) ◽  
pp. 1082-1099 ◽  
Author(s):  
Jaithen Abdullah Al Harbi ◽  
Saud Alarifi ◽  
Aissa Mosbah
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Positive Relationship ◽  
Organizational Innovation ◽  
Sampling Technique ◽  
Organizational Level ◽  
Content Type ◽  
Significant Positive Relationship ◽  
Individual Level ◽  
The Relationship

Purpose The purpose of this paper is to examine empirically the effect of transformational leadership on followers’ inventiveness and organizational innovation. It studies transformational leadership and innovation at the organizational level and creativity at the individual level. Design/methodology/approach A theoretical model was created, which entailed the development of variables and hypotheses. A survey instrument was used to obtain data, through a self-completion questionnaire. The final sample was made up of 503 individuals, recruited using a random sampling technique. Findings The results showed that transformational leadership has a significant positive relationship with both followers’ creativity and organizational innovation. Furthermore, a significant positive relationship was found between followers’ creativity and organizational innovation. In addition, the relationship between transformational leadership and followers’ creativity, through the mediating role of employees’ psychological empowerment, support for innovation, workplace relationships and employee learning, was also found to be both positive and significant. However, the data showed that intrinsic motivation does not significantly affect the relationship between transformational leadership and creativity. Practical implications The study provides guidance to organizations that need to change their leadership style and approach, as well as their innovation and creativity mechanisms, at a strategic level. The resulting guidance provides organizations with insight into how they can improve the creativity of their employees through motivating, supporting and inspiring them. Originality/value This study is an attempt to illustrate the extent to which transformational leadership can affect organizational innovation in Saudi Arabia, specifically in the public sector, and to explore how employees’ creativity can be improved. This research is beneficial for academics, organizations and policy makers, especially in the Gulf countries.

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