Organizational culture, innovation and performance: a study from a non-western context

Aboramadan, Mohammed; Albashiti, Belal; Alharazin, Hatem; Zaidoune, Souhaila

doi:10.1108/jmd-06-2019-0253

Cited by 83 publications

(106 citation statements)

References 78 publications

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“…RBV submits that superior organizational performance and competitive advantage depend on other factors not limited to the firm's assets or one of their internal resources (Kiyabo & Isaga, 2019). Conversely, it is influenced by task context and follower characteristics (Mokhber et al, 2017) and organizational culture and characteristics (Aboramadan et al, 2019;Buccieri et al, 2019). Hence, innovation culture could be vital in developing organizational performance (Alosani et al, 2020;Dabić et al, 2018).…”

Section: Learning Orientation Innovation Culture and Organizational Performancementioning

confidence: 99%

The Nexus Between Learning Orientation, TQM Practices, Innovation Culture, and Organizational Performance of SMEs in Kuwait

Sawaean¹,

Ali

2021

IJIKM

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Aim/Purpose: This paper aimed to examine the impact of learning orientation on organizational performance of small and medium enterprises (SMEs) via the mediating role of total quality management (TQM) practices and the moderating role of innovation culture. Background: SMEs’ organizational performance in developing countries, particularly in Kuwait, remains below expectation due to increasing competition and inadequate managerial practices that negatively impact their performance. Although several studies had revealed a significant effect of learning orientation on SMEs’ performance, the direct impact of learning orientation on their performance is still unclear. Thus, the link between learning orientation and organizational performance remains inconclusive and requires further examination. Methodology: This study adopted a quantitative approach based on a cross-sectional survey and descriptive design to gather the data in a specific period. The data were collected by distributing a survey questionnaire to the owners and Chief Executive Officers (CEOs) of Kuwaiti SMEs using online and on-hand instruments with 384 useable data obtained. Furthermore, the partial least square-structural equation modeling (PLS-SEM) analysis was performed to test the hypotheses. Contribution: This study bridged the significant gap in the role of learning orientation on SMEs’ performance in developing countries, specifically Kuwait. In this sense, a conceptual model was introduced, comprising a learning orientation, TQM practices, innovation culture, and organizational performance. In addition, this study confirmed the significant influence of TQM practices and innovation culture as intermediate variables in strengthening the relationship between learning orientation and organizational performance, which has not yet been verified in Kuwait. Findings: The results in this study revealed that learning orientation had a significant impact on organizational performance of SMEs in Kuwait. It could be observed that TQM practices play an important role in mediating the relationship between learning orientation and performance of SMEs, as well as that innovation culture plays an important moderating role in the same relation. Recommendations for Practitioners: This study provided a framework for the decision-makers of SMEs on the significant impact of the antecedents that enhanced the level of organizational performance. Hence, owners/CEOs of SMEs should improve their awareness and knowledge of the importance of learning orientation, TQM practices, and innovation culture since it could significantly influence their performance to achieve success and sustainability when adopted and managed systematically. The CEOs should also consider building an innovation culture in the internal environment, which enables them to transform new knowledge and ideas into innovative methods and practices. Recommendation for Researchers: The results in this study highlighted the mediating effect of TQM practices on the relationship between learning orientation (the independent variable) and organizational performance (the dependent variable) of SMEs and the moderating effect of innovation culture in the same nexus. These relationships were not extensively addressed in SMEs and thus required further validation. Impact on Society: This study also influenced the management strategies and practices adopted by entrepreneurs and policymakers working in SMEs in developing countries, which is reflected in their development and the national economy. Future Research: Future studies should apply the conceptual framework of this study and assess it further in other sectors, including large firms in developing and developed countries, to generalize the results. Additionally, other mechanisms should be introduced as significant antecedents of SMEs’ performance, such as market orientation, technological orientation, and entrepreneurial orientation, which could function with learning orientation to influence organizational performance effectively.

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Section: Learning Orientation Innovation Culture and Organizational Performancementioning

confidence: 99%

The Nexus Between Learning Orientation, TQM Practices, Innovation Culture, and Organizational Performance of SMEs in Kuwait

Sawaean¹,

Ali

2021

IJIKM

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“…Many scholars said that innovation is a key instrument for facing an uncertain business environment [7] that recognize innovation is very crucial in a complex environment [22,23] and important in determining sustainability role in success and survival [24].…”

Section: B Innovationmentioning

confidence: 99%

“…Building a competitive advantage through optimizing knowledge sharing contribution as the key factor of innovation [4,5], and crucial driver to creating values [6,7], especially for small and medium enterprises [8]. Although most empirical research has been conducted, the SME sector still needs to be investigated [9].…”

Section: Introductionmentioning

confidence: 99%

Leveraging Knowledge Sharing and Innovation Towards Resilient Competitive Advantage:

Arsawan¹,

Prayustika²,

Gede³

et al. 2021

Advances in Social Science, Education and Humanities Research

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The role of knowledge sharing has been tested and explored in various empirical studies related to organizations. However, research that explores knowledge sharing in building innovation and explores the role of innovation comprehensively is still rare in the SME sector. The purpose of this study was to examine and explain the relationship between knowledge sharing in building innovation to build a resilient competitive advantage. This study used a quantitative design involving 118 respondents from 59 sample frames consisting of management levels, namely assistant and managers of SMEs Export in Bali Province, Indonesia. The questionnaire uses a Likert scale, and the data is processed with SmartPLS 3.0 software. The results showed that knowledge sharing has a significant effect on innovation and resilient competitive advantage and innovation as mediator. Theoretically, this research provides insight into the body of knowledge. Practically, research is concerned with the recognition of intellectual capital in the organization. The limitations of the study are discussed in the paper.

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“…Previous research [44][45][46][47][48][49][50] [51] (2016) also stressed that innovation creates shared values and offers social and responsible benefits that necessitate ultimate changes in the organizational mindset and goals. If an organization does not accept innovation as a basic organizational value, the company cannot transform its business model to achieve the level of corporate sustainability desired [52] (Prajogo & McDermott, 2011).…”

Section: Organizational Values and Corporate Sustainabilitymentioning

confidence: 99%

How Does Corporate Sustainability Increase Financial Performance for Small- and Medium-Sized Fashion Companies: Roles of Organizational Values and Business Model Innovation

Yang

Jang

2020

Sustainability

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The objective of this study was to examine how corporate sustainability can raise the level of corporate financial performance of small- and medium-sized enterprises (SMEs) in the fashion industry by considering the roles of organizational values and business model innovation in forming corporate sustainability. It is meaningful to explore the role of corporate sustainability in SMEs as well as fashion companies considering the recent growth of SMEs in the fashion industry. Practitioners (N = 218) working for SMEs located in South Korea participated in an online survey. Exploratory factor analysis resulted in three organizational values of SMEs: flexibility value, rational value, and hierarchical value. While flexibility has contributed to forming business model innovation and sustainability, having a rational value has impacted business model innovation and financial performance. A hierarchical value affected only corporate sustainability. However, business model innovation did not show any significant impact on corporate sustainability or financial performance. Finally, corporate sustainability positively influenced financial performance only for SMEs that had experience practicing at least three sustainable activities. These results have implications for how SMEs manage sustainability to enhance financial performance.

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Organizational culture, innovation and performance: a study from a non-western context

Cited by 83 publications

References 78 publications

The Nexus Between Learning Orientation, TQM Practices, Innovation Culture, and Organizational Performance of SMEs in Kuwait

The Nexus Between Learning Orientation, TQM Practices, Innovation Culture, and Organizational Performance of SMEs in Kuwait

Leveraging Knowledge Sharing and Innovation Towards Resilient Competitive Advantage:

How Does Corporate Sustainability Increase Financial Performance for Small- and Medium-Sized Fashion Companies: Roles of Organizational Values and Business Model Innovation

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