If What You Want is <i>not</i> What You Get: A Communication‐Based Approach to Top Managers' Intended Firm Creativity and Employees' Failure to Deliver

Linder, Christian; Sperber, Sonja

doi:10.1111/emre.12104

Cited by 9 publications

(6 citation statements)

References 103 publications

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“…The growth of human capital makes organizational learning and managerial activities more effective, and as a consequence, more knowledge is being created to improve organizational innovation (Hsu and Fang, 2009). Next, entrepreneurial orientation and spirit promote exploration, generate new ways of thinking, and cultivate the learning process (Alegre and Chiva, 2013; Brettel and Rottenberger, 2013; Linder and Sperber, 2017). Entrepreneurial capital has been considered to be one of the crucial antecedents of innovation (Lumpkin and Dess, 1996; Ireland and Webb, 2007; Alegre and Chiva, 2013).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

The Role of Multidimensional Intellectual Capital and Organizational Learning Practices in Innovation Performance

Cabrilo

Dahms

2020

European Management Review

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The purpose of this paper is to explore how managers transform human, renewal, and entrepreneurial capital through specific organizational learning practices into superior innovation performance. We draw implications for managing organizational learning and guiding companies on how to create innovation-based competitive advantages grounded in the human aspects of intellectual capital. The study is based on a survey of companies located in the transitional economy of Serbia. We found that human, renewal, and entrepreneurial capital all positively affect organizational learning practices. Furthermore, organizational learning practices contribute to innovation performance on their own and in combination with the tested human-based intellectual capital dimensions. The integration of fuzzy set qualitative comparative analysis (fsQCA) confirms a pattern of equifinality, as there are multiple combinations of static and dynamic conditions leading to superior innovation performance. This paper is among the first attempts to merge the disciplines of intellectual capital (IC) and knowledge management (KM) and combine symmetrical and asymmetrical techniques to determine which configurations may yield organizational benefits in terms of innovation performance outcomes.

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Section: Theoretical Backgroundmentioning

confidence: 99%

The Role of Multidimensional Intellectual Capital and Organizational Learning Practices in Innovation Performance

Cabrilo

Dahms

2020

European Management Review

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“…These articles focus on organizational creativity and analyse organizational culture as an environment in which the communicative process determines creativity (e.g. Linder & Sperber, 2017). Since the focus is on disseminating knowledge, the articles analyse how it spreads in organizations through various communication techniques and formal channels (e.g.…”

Section: Corporate Level Communication As a Context For Creativitymentioning

confidence: 99%

Relationship Between Organizational Communication and Creativity: How It Advances in Rigid Structures?

Smaliukienė

Survilas

2018

Creativity Studies

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A growing number of research papers present systematic investigations of creative behaviour in complex social systems rather than emphasise individual creativity; however, surprisingly little has been done to investigate communication at the workplace in which such creativity is revealed. It should also be noted that communication that takes place in rigid organizational structures and simultaneously activates creativity is phenomenon that has not yet been analysed. This article discusses organizational communication and its impact on creativity by analysing corporate, team and leadership communication levels, taking military as a research context. Thus, this research addresses the following two questions: (i) how is organizational communication related to creativity? and (ii) how communication on different levels contribute to organizational creativity in rigid structures? To answer these questions a theoretical multi-factor model was created and empirically tested using AMOS Software. On the basis of empirical findings, a three-level model of organizational communication for creativity in rigid organizational structures was proposed. Santrauka Vis daugiau mokslininkų kūrybišką elgesį analizuoja sudėtingose socialinėse sistemose ir atsisako siauro požiūrio į individo kūrybiškumą; kartu kūrybiškumas darbo vietoje, t. y. aplinkoje, kurioje jis gimsta, yra mažai nagrinėjamas. Kūrybiškumas, kaip organizacijos fenomenas, uždarose organizacinėse struktūrose nėra tiriamas apskritai. Kad būtų užpildyta ši mokslo žinių spraga, organizacinis kūrybiškumas šiame straipsnyje analizuojamas kariuomenės kontekste. Straipsnyje tiriama organizacinė komunikacija ir jos poveikis kūrybiškumui. Organizacinė komunikacija tyrime išskaidoma į tris lygmenis: korporacinį, komandos ir vadovo-pavaldinio. Straipsnyje nagrinėjami du klausimai: 1) kaip komunikacija yra susijusi su kūrybiškumu; 2) kaip komunikacija skirtingais lygmenimis prisideda prie organizacinio kūrybiškumo uždarose hierarchinėse struktūrose. Atsakant į šiuos klausimus buvo sukurtas teorinis daugiafaktoris modelis, kuris empiriškai patikrintas naudojant AMOS programą. Remiantis empiriniais duomenimis, buvo pasiūlytas trijų lygių organizacinės komunikacijos modelis, skirtas kūrybiškumui skatinti uždarose organizacinėse struktūrose.

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“…Researchers (Hatch, 2018; Linder and Sperber, 2017) provided various perspectives for understanding OC, namely, classical management perspective, human relations perspective and human resources perspective. In classical management perspective, Weber’s bureaucratic theory and Foyol’s principal of management highlight the importance of OC by following formal communication channel and hierarchical order of authority (Langan-Fox, 2001).…”

Section: Literature Reviewmentioning

confidence: 99%

Exploring employee well-being as underlying mechanism in organizational health: Indian R&D

Singh¹,

Jha²

2018

SAJBS

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Purpose The purpose of this paper is to develop a comprehensive organizational health (OH) framework for business organizations. The framework will present the antecedent-OH relationship with employee well-being (EWB) as a mediator. Design/methodology/approach The present study conducted a cross-sectional study using case study approach in which concurrent triangulation design was followed, and the collection of qualitative as well as quantitative data was conducted concurrently. A total of 441 structured survey questionnaires and 21 semi-structured in-depth interviews were collected from 10 laboratories of an Indian R&D organization. Findings The findings showed that EWB acts as a mediator in an antecedent-OH relationship supporting the full mediation model. Research limitations/implications The findings are limited to only R&D organizations. This framework can help organizations in establishing a proper communication channel and reducing occupational stress among employees by empowering the employees. Empowerment practices foster conditions which help the employee feel good about their job which shall help in enhancing EWB thereby, promoting culture for OH. Originality/value It is an attempt to conceptualize the concept of OH in business sector similarly as in the case of OH in the education sector.

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If What You Want is not What You Get: A Communication‐Based Approach to Top Managers' Intended Firm Creativity and Employees' Failure to Deliver

Cited by 9 publications

References 103 publications

The Role of Multidimensional Intellectual Capital and Organizational Learning Practices in Innovation Performance

The Role of Multidimensional Intellectual Capital and Organizational Learning Practices in Innovation Performance

Relationship Between Organizational Communication and Creativity: How It Advances in Rigid Structures?

Exploring employee well-being as underlying mechanism in organizational health: Indian R&D

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