Leadership, Resource and Organisational Innovation: Findings From State and Non-State Enterprises

Abstract

This paper discusses organisational innovation among state, private, foreign and joint-stock enterprises with focus on leadership and resource which are expected as key factors to innovation. Data drawn from a survey with more than 600 respondents in most industrialised regions in Vietnam is analysed. The finding shows that higher educational level of respondents in state enterprises has negative relationship with all kinds of innovation. State enterprises absorb large amount of funding from government budget but still need more financial resource to generate innovation. However, private and foreign companies do not require more financial capital but they need human capital that is leaders owning transformational characteristics, motivation and ability of building organisational culture to generate organisational innovation. This current research proposes that authorities in these enterprises are suggested to use financial capital in appropriate time only otherwise they should use other tool to do innovation in their organisations.

The Relationship Between Transformational Leadership and Organisational Learning Capability with the Mediating Role of Perceived Human Resource Effectiveness

“…Leaders are mainly responsible for creating a learning environment and facilitating knowledge transfer from individuals to organisations (Amy, 2008). Through ‘ideal influence’, transformational leaders inspire individuals to think creatively, experiment with new ideas and attain up-to-date knowledge (Trung et al, 2014). Transformational leaders ‘intellectually stimulate’ their subordinates to utilise the knowledge and learn by engaging in decision-making.…”

The Pathway to Improve Innovation Capacity for Lao Firms: The Roles of Transformational Leadership and Psychological Resources of Employees

“…Previous works highlighted that leaders directly affect innovation by creating appropriate conditions within an organization to positively assist the process of generating and implementing activities of innovation (Ha et al, 2019;Jia, Chen, Mei, & Wu, 2018;Podrug, Filipović, & Kovač, 2017). They also directly involved in promoting IC by develop a positive climate for process of knowledge sharing among employees (P. B. , or by generating a support climate that supports the experiments as well as the action of introducing new initiatives, activities, procedures or structures (Trung, Nghi, Soldier, Hoi, & Kim, 2014). TL is well known as one of the super leadership styles that notably associated with organizational capabilities for innovation (P. B. .…”

“…According to Gumusluoglu and Ilsev (2009), by articulating a strong vision emphasized innovation, transformational leaders contribute to nurturing a fitting culture where employees feel challenged to discover innovative and effective initiatives for dealing with a certain situation. They considerably support processes of change and innovation through encouraging experimentation, exploration, communication and dialogue among employees (Trung et al, 2014;Zhang, Lu, Torres, & Chen, 2018). Schuckert et al (2018) found that under the leadership of transformational leaders, organizations have a greater motivation to innovate.…”

Modelling organisational innovation in UAE: investigating the love triangle involving leadership, organisational culture and innovation

“…These approaches should therefore be maintained and reinforced by organisational leaders and the effect would support enhanced innovation. Trung et al (2014) found that companies require leaders owning transformational characteristics, motivation and ability of building organisational culture to generate organisational innovation. This approach is supported by the present findings as well.…”