This study proposes and empirically tests a multilevel model of cross-level interactions between authentic leadership and innovativeness at the team level, and perception of support for innovation and creativity at the individual level. We use data from 23 team leaders and 289 team members. The hierarchical linear modeling analysis showed that whereas perceived team leaders' authentic leadership directly influences team members' individual creativity and team innovativeness, the effect of self-ascribed team leaders' authentic leadership was not significant. In addition to that, the relationship between team leaders' authenticity and creativity is mediated by perception of support for innovation.

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.

This study aims to resolve the contradictory previous research findings on the relationship between individualism-collectivism and innovation. We draw on innovation theory and relate to the difference between non-technological (management) and technological innovation

This study aims to examine the correlates of management innovation at the organizational level. We propose that internal knowledge exchange acts as a crucial predictor of management innovation. To fine-tune the link between knowledge exchange and management innovation, we examine the mediating explanatory mechanism of IT system development and utilization, as well as the moderating boundary role of organizational size. In an attempt to find generalizable patterns across cultures, we test the model using mediated and moderated hierarchical regression analysis on data gathered from 604 firms in three countries: Slovenia, Spain, and South Korea. The results in all three samples indicate that knowledge exchange is an important correlate of management innovation. In addition, our study provides evidence that knowledge exchange results in management innovation through developed and utilized IT systems that enable information and knowledge to flow within an organization. We also find that the relationship between knowledge exchange and management innovation is hindered by firms' size.

This paper explores the phenomenon of collective learning in the context of clusters, and investigates how collective learning contributes to the innovation performance of cluster firms. Collective learning is an interactive process of accumulating knowledge from different local resources. The process is made possible through several channels. Analysing data collected from 290 cluster firms, we identified three collective learning channels: interaction with local firms, interaction with local institutions, and interaction with the local labour market. Additionally, we tested how these channels contribute to innovation performance of cluster firms. The results reveal that local labour is positively related to innovation performance, while indicating that interaction with local firms is negatively related to innovation performance. The conclusions discuss the policy implications of these findings. S

No abstract

No abstract

The paper examines the psychometric properties of the leadership practices inventory (LPI) in the framework of item response theory (IRT). The LPI assesses five dimensions (i.e. leadership practices) of transformational leadership and consists of 30 items. IRT is a model-based theory that relates the characteristics of questionnaire items (item parameters) and characteristics of individuals (latent variables) to the probability of choosing each of the response categories. The theory does not assume that the instrument is equally reliable for all levels of the latent variable examined. Samejima's graded response model was used to estimate LPI item characteristics, such as item difficulty and item discrimination power. The results show that some items are redundant in the sense they contribute little to the overall precision of the instrument. Moreover, the LPI seems to be most precise and reliable for respondents with low to medium leadership competence, whereas it becomes increasingly unreliable for high-quality leaders. These findings suggest that the LPI is best used for training and development purposes, but not for leader selection purposes.