Leadership, learning and organisational culture as antecedents for innovative behaviour: the case of Russia

Molodchik, Mariia; Krutova, Aleksandra; Molodchik, Anatolij

doi:10.1504/ijlic.2016.075700

Cited by 4 publications

(3 citation statements)

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“…Also leadership is a strong antecedent of innovative behaviour in Russian companies (Molodchik et al, 2016). Traditionally, Russians have demonstrated a strong and authoritative leadership style (Kets de Vries et al, 2004;Shekshnia, 2008).…”

Section: Hypotheses Development Considering the Specific Context Of The Russian Innovation Landscapementioning

confidence: 99%

“…As such, Russian managers present cognitive rigidity (May et al, 2007), leading to resistance to change on the part of Russian employees (Michailova, 2000). Nevertheless, recent studies such as that conducted by Gokhberg and Kuznetsova (2015) and Molodchik et al (2016) revealed an increase of quality in human resources in Russia and an incremental shift toward innovative behaviour.…”

Section: Hypotheses Development Considering the Specific Context Of The Russian Innovation Landscapementioning

confidence: 99%

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Intellectual capital as enhancer of product novelty

Molodchik

Jardón

2017

JIC

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Purpose The purpose of this paper is to theoretically justify the link between the endowment of intellectual capital (IC) and product novelty, and to find empirical evidence for such a link for small and medium-sized enterprises (SMEs) in the Russian business environment. Design/methodology/approach The study implements an intellectual capital-based view and the concept of novelty proposed by Schumpeter to highlight the crucial role of knowledge for transition to a higher level of competition. Drawing on a literature review, the authors determine three specific components of IC: foreign human capital, information and communication technology (ICT) capital developed at an international level and cooperation with foreign partners in order to pinpoint a premier position on the next level of the market. For empirical testing of the proposed model, a data set comprising more than 1,400 Russian manufacturing SMEs was used. Estimations were performed with the help of a principal component analysis and ordinal logistic regression. Findings The findings reveal that higher (IC) endowment promotes the level of product novelty. For Russian manufacturing SMEs, the most important is R&D capital. At the same time, ICT capital developed at an international level and cooperation with foreign partners contribute significantly to the probability of transition to a new market level. Research limitations/implications The study employs cross-sectional data that restrict the analysis of innovation dynamics. Practical implications The study appears to have policy implications for the development of governmental programmes for Russian SMEs such as the creation of IC awareness, training for IC management, special programmes for R&D support and ICT capital accumulation. Originality/value This paper proposes a new approach for investigating the “knowledge-innovation” link, shifting the focus from a general analysis of product innovation to a level of novelty for product innovation. This is the first empirical study of the relationship between IC components and the level of product novelty for SMEs in the context of the Russian business environment.

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Section: Hypotheses Development Considering the Specific Context Of The Russian Innovation Landscapementioning

confidence: 99%

Section: Hypotheses Development Considering the Specific Context Of The Russian Innovation Landscapementioning

confidence: 99%

Intellectual capital as enhancer of product novelty

Molodchik

Jardón

2017

JIC

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“…Despite the foregoing discussions, few studies have investigated the effect of transformational leadership behaviours on IWB (Afsar et al, 2014;Janssen, 2000) in the banking sector. However, the extant literature recognises prior studies by Masood and Afsar (2017) among nurses and doctors (nursing supervisors) from public sector hospitals in Pakistan; Choi et al (2016) among workers in South Korea; Reuvers et al (2008) among hospital employees in Australia; and Molodchik et al (2016) among employees from small-and medium-sized manufacturing firms in Russia. Consistent with the theoretical arguments of the transformational leadership concept, these studies show that transformational leadership behaviours significantly promote IWB.…”

Section: Transformational Leadershipmentioning

confidence: 99%

Transformational leadership with innovative behaviour

Amankwaa

Gyensare

Susomrith

2019

LODJ

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Purpose The purpose of this paper is to examine simultaneously multiple mediating mechanisms through which transformational leadership affects innovative work behaviour (IWB). Specifically, the authors test job autonomy, affective commitment and supportive management as the three mediating paths through which transformational leadership predicts innovative wok behaviour. Design/methodology/approach Data were collected from 358 employees working in large retail banks in Accra, the capital of Ghana. A partial least squares structural equation modelling technique was used to estimate the measurement and structural models. Findings Job autonomy and supportive management rather than affective commitment mediated the relationship between transformational leadership and IWB. In addition, transformational leadership positively relates to job autonomy, affective commitment, supportive management and IWB. Practical implications By adopting leadership behaviours that seek to offer employees freedom on the job, a feeling of attachment to the organisation and positive perception of leadership support, managers and HR professionals can potentially foster employee innovation. This could stimulate organisational innovation and business success in the financial sector. Originality/value Although it is important to understand the mechanisms or processes through which transformational leadership behaviour promotes IWB, research in this area is scanty and scarce. This study theorises and empirically examines job autonomy and support management as novel mechanisms through which transformational leadership behaviour translates into workers’ innovative behaviour in formal banking institutions.

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