Exploring the Relationships Between Organizational Culture, Management Control System and Organizational Innovation

Alharbi, Ibrahim Bader A.; Jamil, Rossilah; Mahmood, Nik Hasnaa Nik; Shaharoun, Awaluddin Mohamed

doi:10.1177/0972150919870341

Cited by 10 publications

(10 citation statements)

References 61 publications

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“…The effect of the organizational culture on the organizational innovation has been empirically tested by the scholars (Martins and Martins, 2002;Abdi and Senin, 2014;Adelekan, 2016;Barbosa, 2014;B€ uschgens et al, 2013;Shahzad et al, 2017;Smit, 2015;Yes ¸il and Kaya, 2012). The existing literature suggests that there are various internal factors that contribute to the OI (Acar and Acar, 2012;Valencia et al, 2010;Alharbi et al, 2019). The OC has played a significant role in shaping organizational innovation (Liu et al, 2010).…”

Section: Relationship Between Drivers Of Innovation and Organizationa...mentioning

confidence: 99%

“…The results of their demonstrated that combination of innovative organizational culture with flexibility-oriented operations strategy has the strongest influence on a firm's innovation (product innovation and process innovation) and highlighted that flexibility-oriented operations strategy alone is the most significant variable that affects innovation, followed by innovative organizational culture and quality-oriented operations strategy. Alharbi et al (2019) further examined the effects of OC on OI through "management control system" (MCS) as a mediating factor. The results of this study showed that OC had a direct positive and significant effect on OI.…”

Section: Relationship Between Drivers Of Innovation and Organizationa...mentioning

confidence: 99%

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The drivers of employee creativity and organizational innovation: a dynamic capability view

Chaubey

Sahoo

2021

BIJ

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PurposeThis paper aims to examine the drivers of employee creativity and organizational innovation empirically. And to study how employee creativity significantly impacts organizational innovation in a highly competitive market.Design/methodology/approachThis study is grounded in positivism philosophy. The theoretical model is grounded in the dynamic capability view (DCV) and further developed ten hypotheses and sub-hypotheses. To test our research hypotheses the authors utilized psychometric-based instruments. The authors obtained 575 responses from the automobile industry in India after multiple follow-ups. The data were utilized to check the construct validity and tested the authors’ research hypotheses using the co-variance-based structural equation modeling (SEM) tool (IBM SPSS AMOS 20.0).FindingsThe results support the authors’ research hypotheses. The findings of this study conform to the previous findings of the scholars which is an important aspect of the study. In the past various scholars have made an attempt to reproduce the results in different contexts. In a way, it helps to build confidence in the scientific merit of the results. It may be considered as an incremental contribution to the literature but it helps establish confidence in the theory of creativity and innovation.Practical implicationsThe results offer a nuanced understanding to the practitioners and policy makers to understand “what” and “how” to improve employee creativity that plays a significant role in organizational innovation.Originality/valueThis study is an attempt to examine how the theory of creativity and innovation can be embraced by the Indian automobile industry.

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Section: Relationship Between Drivers Of Innovation and Organizationa...mentioning

confidence: 99%

Section: Relationship Between Drivers Of Innovation and Organizationa...mentioning

confidence: 99%

The drivers of employee creativity and organizational innovation: a dynamic capability view

Chaubey

Sahoo

2021

BIJ

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“…The article by Lunt reflects the specific features of the implementation of financial controlling systems and different stages of the production process in industrial enterprises [5]. Alharbi, Jamil, Mahmood, Shaharoun considered the system of management controlling as a mediating factor between the influence of organizational culture on organizational innovation in organizations in Saudi Arabia [1]. In the scientific work by Korhonen, Laine, Martinsuo, a study of the perception degree of controlling over the management of uncertainties that accompany the process of making strategic decisions in doing business is carried out, and the need for close cooperation of managers in the formation of a program to control the use of financial resources in conditions of inaccurate information is determined [4].…”

Section: Literature Reviewmentioning

confidence: 99%

Improvement of Controlling in the Financial Management of Enterprises

Mazur¹,

Khrystenko²,

Pásztorová³

et al. 2021

TEM Journal

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One of the components of a highly effective management system is operational controlling at the enterprise. At the same time, the most important indicator characterising the efficiency of the functioning of the enterprise and, accordingly, subject to controlling is its solvency, which affects the level of competitiveness of the enterprise and the efficiency of its adaptation to the changing conditions of the market environment. In this regard, the purpose of the research is to modernize the procedure of financial controlling based on the development of an integral model for determining and analysing the transformational solvency index. The article forms a universal model of financial condition assessment, in which all threshold values of the coefficients, calculated according to existing methods of financial stability assessment, are reduced to one scale and the accumulated impact of indicator values for previous periods of economic activity is taken into account.On the basis of the correlation analysis, the nature and strength of the dependence of the transformational solvency index on the factors influencing its formation and causing tendentious trends in the dynamics of its change during a certain period are determined.

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“…With regard to organizational agility, the adhocracy culture and clan stand out, since these cultures are more flexible and adaptive, the latter to a lesser extent. As for the hierarchical culture, which is expected to have a negative effect in changes it can have a positive effect, because the stability, control and order promoted by it can be beneficial in scenarios of crises and uncertainties (Felipe, Roldán, & Leal-Rodríguez, 2017), including the presence of control systems can positively influence the management of innovations (Alharbi, Jamil, Mahmood, & Shaharoun, 2019).…”

Section: Organizational Culturementioning

confidence: 99%

The Implementation of Additive Manufacturing (AM) in Industries Starting from the Identification of Organizational Cultural Characteristics - A Review

Almeida

Mourarias

Gerólamo

et al. 2021

IJEMM

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Additive Manufacturing (AM), widely known as 3D printing, is a fabrication process to build 3D parts layer by layer directly from a virtual CAD model. It is an innovative technology, with the potential to revolutionize the manufacturing industry completely. It is possible to manufacture complex shaped parts, shortening production sequence, reducing time to market and allowing mass customization. As one of Industry 4.0 nine pillars, AM has promoted an extensive number of researches. Some of them identify organizational culture as a leading factor affecting its implementation in industries. Like any change within companies, organizational culture can be a decisive factor for the successful implementation of AM. However, few studies have thoroughly explored the subject to find which set of cultural characteristics can guide the whole organization. This research identifies, through a systematic literature review (SLR) based on the PRISMA Protocol, which set of cultural characteristics can guide the transition from conventional to AM technology. The systematic literature review was capable of identifying a set of 41 cultural characteristics, which the company should present to implement AM successfully. Knowing which cultural characteristics can help AM implementation companies will increase their chances of succeeding when moving towards AM technologies within Industry 4.0.

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Exploring the Relationships Between Organizational Culture, Management Control System and Organizational Innovation

Cited by 10 publications

References 61 publications

The drivers of employee creativity and organizational innovation: a dynamic capability view

The drivers of employee creativity and organizational innovation: a dynamic capability view

Improvement of Controlling in the Financial Management of Enterprises

The Implementation of Additive Manufacturing (AM) in Industries Starting from the Identification of Organizational Cultural Characteristics - A Review

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