Organizational culture, innovative behaviour and work related attitude

Abstract

Purpose This study aims to examine the role of psychological empowerment (PE) in mediating the relationship between organizational culture, innovative behaviour and work-related attitude. Design/methodology/approach Data were collected in two phases from a total sample of 324 middle- and senior-level executives working in India through a completed self-report questionnaire. Findings The results show a significant relation between organization culture, PE and work-related outcomes. PE fully mediated the relationship between adaptability and mission culture and innovative behaviour. PE also fully mediated the relationship between consistency and adaptability culture and job satisfaction; adaptability culture and commitment; and involvement culture and turnover intentions. Research limitations/implications Cross-sectional design undermines the causal conclusions derived from the findings. Generalizability is limited, as the study was set up in India. The research highlights the role of PE for innovative behaviour and other work-related attitudes. Originality/value The study establishes the linkage between organizational culture, PE, work-related attitude and innovative behaviour, thus extending the PE theory.

Inclusive leadership and innovative work behavior: The role of psychological empowerment

“…Employees who had a sense of meaningfulness and determination were intrinsically motivated toward creative idea generation. Furthermore, other attributes of psychological empowerment such as competence, control, autonomy and belief to make an impact drove the employees to implement their ideas at workplace (Sinha, Priyadarshi, & Kumar, 2016). Therefore, it can be expected that psychological empowerment would be positively related to IWB.…”

“…Inclusive leaders paid sufficient attention to new opportunities to have better work processes, showed openness for constructive dialog on desired objectives, explored new ways to efficiently achieve those particular objectives, showed availability for employees' consultation, emphasized their presence, showed readiness to hear the request of employees and encouraged employees to access the current and emerging issues (Carmeli, Reiter-Palmon, & Ziv, 2010). These characteristics of a leader stimulated employees' psychological empowerment (Jung & Sosik, 2002;Parry & Proctor-Thomson, 2002;Jung, Chow, & Wu, 2003;Masood & Afsar, 2017) which motivated employees to not only generate new ideas but also promote and implement useful ideas (Parker & Axtell, 2001;Dvir, Eden, Avolio, & Shamir, 2002;Tierney & Farmer, 2004;Chen & Aryee, 2007;Knol & Van Linge, 2009;Afsar, Badir, & Saeed, 2014;Sinha, Priyadarshi, & Kumar, 2016). Following this line of research, the following relationship is hypothesized.…”

Connection between organizational culture and climate and empowerment: The perspective of nurse managers

“…Moreover, there has been growing interest in the research on the culture and climate of health-care organizations during the past decade (Aarons et al, 2012). Organizational culture builds on an organization's body and gives a complex understanding of organizational factors, such as empowerment (Pradhan, Panda, & Jena, 2017;Sinha, Priyadarshi, & Kumar, 2016). Furthermore, when organizational work environments are perceived as a set of physicalsocial-psychological features of the organizational climate, this can result in a greater level of empowerment (Fan, Zheng, Liu, & Li, 2016).…”

Fostering Innovative Behavior in Health Organizations – a PLS-SEM Analysis of Norwegian Hospital Employees

“…Therefore, it is a requirement that employees, especially hospital employees, "are motivated not only by their own sense of self … but also by the contextual conditions of the organization" ( [21], p. 44). Previous research has paid attention to the in uence of internal market orientation [53] and organizational culture [54] on IIB. Market orientation, as a form of organizational culture, has traditionally focused on customers [53].…”