PurposeAmong the existing literature, transformational leadership (TL), organizational culture (OC) and work–life balance (WLB) act as determinants of service innovation (SI). Specifically, the authors combine TL, OC and WLB into a model that clarifies these variables' influence on SI, particularly technological knowledge-intensive business services (T-KIBS).Design/methodology/approachA cross-sectional survey of 282 respondents from T-KIBS in Santa Catarina (Brazil) was conducted. The study used structural equation modeling (SEM) to test hypothesized relationships between the variables.FindingsThe results suggest a strong alignment of culture, leadership and WLB in T-KIBS. Therefore, it is shown that when the culture is strong and focused on SI, supporting the practices of employees, the transformative leaders can contribute with the same direction of actions supporting both WLB and SI. Likewise, the WLB is underpinned by cultures offering their employees support, well-being, creativity and innovation incentives.Originality/valueThe relationship between WLB and innovation is still emerging in research, not clearly defined in literature. Therefore, this study brings new and more in-depth information about these dimensions and their interrelations that influence SI. In addition, this conceptual framework has implications for practitioners not previously contemplated by the mainstream literature on KIBS.
This study aims at analyzing the elements of organizational culture that foster innovation development in the Brazilian textile industry. Based on the Martins and Martins (2002) theoretical framework, an exploratory and quantitative survey was developed with primary data obtained from a survey applied to 587 employees of different organizational levels of 64 textile firms, using the following dimensions of culture: strategy, structure, support mechanisms, behaviors that stimulate innovation and communication. The multivariate treatment of data was performed using exploratory factor analysis. The results pointed to a model of analysis that empirically regroups and validates the determinants of innovation in three dimensions: strategy, stimulus to innovation and communication, avoiding the overlapping of items, an aspect criticized by several authors. The implications of research can allow managers to determine how organizational culture can better promote innovation, a key issue in highly competitive environments.
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