Conservative culture, innovative culture, and innovative performance: a multi-group analysis of the moderating role of the job type

Abstract

Purpose The purpose of this paper is to identify the effect of organisational culture by its two dimensions (innovative organisational culture and conservative organisational culture) on innovative performance and also investigate the moderating role of the job type on innovative performance in the relationship between innovative organisational culture and conservative organisational culture. Design/methodology/approach For this study’s purposes, 321 questionnaires from employees of Jordanian private universities were analysed. Convergent validity and discriminant validity tests were performed. Data reliability was confirmed. A bootstrapping technique was used to analyse the data. The multi-group analysis was performed to investigate the moderating role of job type. Findings The results of this study indicate that the innovative organisational culture will improve innovative performance and that a conservative culture reduces innovation opportunities. Moreover, innovative organisational culture promotes innovative performance for all employees regardless of who holds administrative positions. Research limitations/implications This cross-sectional study provides a snapshot at a given moment in time, a methodological limitation that affects the generalisation of its results. Moreover, this study adopted subjective measures and the results are limited to one country, Jordan. Practical implications This paper contributes to drawing the attention of senior management to the importance of innovation culture in the performance of innovation at Jordanian private universities surveyed, in particular, and other organisations in general. Social implications The social impact of this study is to respond to the challenge of building an innovation-based culture and to limit the effects of a conservative culture that limits the response to innovation. Originality/value This study has important implications for leaders in general. It also highlights the need for organisations to develop an orientation towards innovative organisational culture instead of the classic approach based on the conservative culture of all its members (both administrative and non-administrative employees) and to invest in training that supports this trend, thus increasing their innovative performance, which contributes to raising their capabilities to excel, compete and achieve high levels of performance.

Intellectual capital and innovation performance: the moderating role of big data analytics: evidence from the banking sector in Jordan

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“…, 2021; Vrontis et al. , 2021) by measuring the number of patents and organisational and administrative improvements (Al-Khatib et al. , 2021).…”

Can big data analytics capabilities promote a competitive advantage? Green radical innovation, green incremental innovation and data-driven culture in a moderated mediation model

“…According to a changing and complicated competitive business environment, firms achieve advantages over competitors to ensure their existence in the market and their continuity in providing business to their customers (Liao and Hu, 2007;Al-Khatib et al, 2021). To establish these advantages, innovation helps to achieve superior performance over competitors and guarantees these companies a portion of the market share as well as a position distinct from their competitors Verma et al, 2021).…”

“…According to a changing and complicated competitive business environment, firms achieve advantages over competitors to ensure their existence in the market and their continuity in providing business to their customers (Liao and Hu, 2007; Al-Khatib et al. , 2021).…”

Radical innovation, incremental innovation, and competitive advantage, the moderating role of technological intensity: evidence from the manufacturing sector in Jordan

“…Size is one of the decisive factors in supporting radical innovation because large firms have greater financial, scientific and human potential than small firms, and thus, bear the impact of implementing radical innovations more easily (Plehn-Dujowich, 2009; Sheng and Chien, 2016). Additionally, an innovation-oriented organizational culture that motivates workers to share innovative values, share knowledge, stimulate collective participation and think outside the box leads to improved levels of radical innovation (Martins et al , 2019; Kalyar and Rafi, 2013; Shahzad et al , 2017; Al-Khatib et al , 2021) and senior management support for radical innovation initiatives. Active leadership within the organization plays a role in motivating and guiding workers towards innovation, especially radical innovation (Al-Omoush, 2020; Cooper, 2019; Hoonsopon and Ruenrom, 2012) along with the company’s research and development (Zhao et al , 2020).…”