Empirical Study on the Antecedents Predicting Organizational Innovation of the Small and Medium Enterprises in Bangladesh

Luo, Fan; Uddin, Md. Aftab; Das, Anupam Kumar

doi:10.24212/2179-3565.2017v8i2p142-150

Cited by 5 publications

(7 citation statements)

References 11 publications

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“…TL is the ability to inspire and empower employees to navigate their self-interests for the enhancement of the organisation and to have a profound and extraordinary effect on followers. TL drives individuals towards a desired destiny by displaying personalised behaviour and a shared vision [22,24,29]. A transformational leader empowers them in questioning the status quo and challenges and stimulates them to think outside of the box by engaging them in divergent thinking rather than in being compliant [28].…”

Section: Transformational Leadershipmentioning

confidence: 99%

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Do Transformational Leaders Engage Employees in Sustainable Innovative Work Behaviour? Perspective from a Developing Country

Uddin

Das

et al. 2019

Sustainability

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Inadequate and inconclusive studies of the role of transformational leadership (TL) on employee creative process engagement (CPE) and sustainable innovative work behaviour (IWB) have motivated the authors to further advance knowledge in this aspect of the workplace. In doing so, the present study seeks to extend the understanding of innovative work behaviour by the involvement of TL and its subordinates through engaging employees in the creative process. The authors adopted the deductive reasoning approach to measure the observed relationships using structural equation modelling (SEM) through SmartPLS 2, a second-generation integrated regression model for statistical measurement. The results from self-report and others’ reported questionnaires reveal that transformational leaders can engage their subordinates in the creative process and sustainable innovative outcomes by influencing employee intrinsic motivation and proactive behaviour. However, the mediating effect of CPE on TL and IWB is not supported. Lastly, the authors discuss the findings and contributions of these empirical findings in theory and practice. In addition to the potential implications of the examined results, this study also recommends directions for further research in the light of its limitations.

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Section: Transformational Leadershipmentioning

confidence: 99%

“…Very little if any attention is paid to developing countries and Eastern cases [4]. Negligible studies have been conducted in developing and South Asian nations, including Bangladesh [24,25]. The theory of individual creative action focuses on solving an existing problem by combining ability and motivation with creative action [17].…”

Section: Introductionmentioning

confidence: 99%

Do Transformational Leaders Engage Employees in Sustainable Innovative Work Behaviour? Perspective from a Developing Country

Uddin

Das

et al. 2019

Sustainability

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“…The past few decades have witnessed sweeping changes in the rate of competition, workforce composition and exploitation of information and communication technology (Huang et al , 2016). These remarkable improvements have reshaped our conventional way of doing things, ultimately leading to the competitive warfare of technology (Arad et al , 1997; Abstein et al , 2014; Fan et al , 2017). In such a situation, innovative behavior within the organizations is deemed to be the vital force for realizing competitive edge and out-running the counterparts (Willoughby et al , 2013; Ashkan, 2017).…”

Section: Introductionmentioning

confidence: 99%

“…In such a situation, innovative behavior within the organizations is deemed to be the vital force for realizing competitive edge and out-running the counterparts (Willoughby et al , 2013; Ashkan, 2017). Several studies investigated and identified that innovation, inherited or bred by its creative staffs, is the best opportunity an organization has to withstand the competitive journey (Galvin, 2010; Fan et al , 2017; Strobel and Kratzer, 2017). However, innovation requires employees’ creative process engagement (CPE), which refers to the utilization of employees’ talents and creative ingenuity that inherently necessitates their psychological engagement to work (Rejeb et al , 2008).…”

Section: Introductionmentioning

confidence: 99%

Linking transformational leadership with employees’ engagement in the creative process

Azim

Luo

Uddin

et al. 2019

MRR

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Purpose Given that individual creativity is a critical element to achieving organizational competitiveness, the purpose of this study is to attempt to investigate how transformational leadership (TL) drives employee creative process engagement (CPE) by improving their creative self-efficacy (CSE). Design/methodology/approach Analysis has been performed based on 194 responses from information and communication technology firms using a cross-sectional survey design. The study follows a deductive research approach to test the hypotheses. It uses SmartPLS2 and IBM SPSS 21 for a structural equation model. Findings The investigation finds that TL significantly predicts CPE, and CSE partially mediates the TL–CPE relationship. The result demonstrates that TL shapes an organizational climate conducive to the employees’ CPE by building employees’ self-efficacy. Research limitations/implications The study sample was drawn from a single sector of the Bangladeshi economy. The sampling design represents a limitation, for which the findings cannot be broadly generalized. Replications and augmentations of the study in various industrial areas will help test the robustness and generalizability of the discoveries. Practical implications TL and CPE are desirable organizational outcomes across all cultures. From a practical standpoint, the outcomes demonstrate that TL is linked to CPE and CSE among information and communication technology employees. This study extends the appropriateness of CSE into Asian countries. Notably, it provides additional insight into a contemporary TL model that can unequivocally impact leadership development in the Bangladeshi information and communication technology firms. Managers or chief executive officers in the small and medium enterprises are expected to exhibit TL attributes by designing a supportive organizational climate that will motivate employees to exhibit creative activities. Social implications TL transforms employees’ psychological state to get them to engage in creative processes, benefiting the organizational stakeholders by their unconventional creative behavior. The TL-driven innovative outcome through employees’ CPE contributes to the development of social well-being. Originality/value This paper adds significance to the extant literature regarding the determinants of the mediating impact of CSE on TL and CPE from the viewpoints of information and communication technology firms, particularly from developing countries, such as Bangladesh. It also contributes to reconcile the findings of the previous studies around the globe in both developed and developing countries.

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“…To continuously improve the companies, research has shown that SMEs are quite active. Recognising, for example, the crucial role of employee creativity, Fan et al ( 2017 ) examine the link between KM, leadership style, behaviour, motivation and innovation among Bangladeshi SMEs. Internal resources can also be utilised to support knowledge sharing, which in turn has a positive impact on innovation in SMEs (Soto-Acosta et al 2014 ).…”

Section: Presentation Of Findingsmentioning

confidence: 99%

A systematic literature review on knowledge management in SMEs: current trends and future directions

2022

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It is generally known that small and medium-sized enterprises (SMEs) are a significant driver of employment and economic growth for the majority of world economies. At the same time, SMEs are more fragile in times of crisis which in turn restricts their possibilities for action. In such an environment, it appears even more relevant for SMEs to consider knowledge and its management. Given that, it seems relevant to have an in-depth understanding of knowledge management (KM) in SMEs so that it can be better promoted. Therefore, this paper conducts a systematic literature review of the extant literature on KM in SMEs to present a state-of-the-art understanding. The review covers 180 papers from leading journals that have been published between 2012 and 2022. The review provides insight into the diversity and evolution of KM in SME research and evaluates the extant body of literature covered. Additionally, a framework is proposed that relates existing research on KM to SMEs. The paper concludes with proposals for future research on KM in SMEs.

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Empirical Study on the Antecedents Predicting Organizational Innovation of the Small and Medium Enterprises in Bangladesh

Cited by 5 publications

References 11 publications

Do Transformational Leaders Engage Employees in Sustainable Innovative Work Behaviour? Perspective from a Developing Country

Do Transformational Leaders Engage Employees in Sustainable Innovative Work Behaviour? Perspective from a Developing Country

Linking transformational leadership with employees’ engagement in the creative process

A systematic literature review on knowledge management in SMEs: current trends and future directions

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