R&amp;D WORK CLIMATE AND INNOVATION IN SEMICONDUCTORS.

Abbey, Augustus; Dickson, J. H.

doi:10.2307/255984

Cited by 309 publications

(17 citation statements)

References 14 publications

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“…Innovation has been an essential source of competitive advantage since the beginning of the Industrial Revolution (Prajogo, Ahmed 2006), and existing research (e.g., Prajogo, Ahmed 2006;Sampson 2007) demonstrates a wide range of benefits for corporations that are successful in innovation (e.g., increases in operation efficiency, sales, profitability, and market share). Not surprisingly, numerous researchers and practitioners (e.g., Abbey, Dickson 1983;Sampson 2007) conduct extensive studies to develop innovation models through examining and identifying the key determinants of success in innovation.…”

Section: Research Backgroundmentioning

confidence: 99%

“…Lead (α = .92) is measured according to a four-item scale (see the respective Variable, Measure, Mean, Standard Deviation, and Cronbach's α columns in Table 1) based on Bart (2002), Linton andWalsh (2004), O'Neil et al (1998), Prajogo and Ahmed (2006), and Prajogo and Sohal (2006). PM (α = .97) is measured according to a five-item scale (see Table 1) based on Abbey and Dickson (1983), Amabile and Conti (1999), Prajogo and Ahmed (2006), Prajogo and Sohal (2006), and Shalley et al (2000). KM (α = .96) is measured according to a four-item scale (Table 1) based on Herrera et al (2010), Miller et al (2007), Prajogo and Ahmed (2006), Subramaniam and Youndt (2005), Wu et al (2008), and Youndt et al (2004).…”

Section: Measures and Analysismentioning

confidence: 99%

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Innovation Stimulants, Innovation Capacity, and the Performance of Capital Projects

Chen

2014

Journal of Business Economics and Management

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Abstract. Identifying the critical determinants of innovation performance is crucial. However, few studies explore and quantify systematically the relationships between innovation factors and the performance of capital projects. This study of 121 capital projects shows that the relationships among project innovation stimulants, innovation capacity, and project performance are indeed significant. Hierarchical robust regression analyses using a maximum R-square improvement procedure show that technology management has the highest effect on the variation in our project performance data. Validating out-of-sample data demonstrates that our optimal model explains 34.42% of the variation in the performance of capital projects. Ultimately, our findings suggest that project human factors are essential stimulants in innovation performance, which in turn affect the performance of capital projects. Our findings also reveal that the stimulant factors do not have a direct impact on capital project performance, but rather have an indirect impact via project innovation capacity.

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Section: Research Backgroundmentioning

confidence: 99%

Section: Measures and Analysismentioning

confidence: 99%

Innovation Stimulants, Innovation Capacity, and the Performance of Capital Projects

Chen

2014

Journal of Business Economics and Management

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“…As noted by Carr et al (2003), general climate refers to employees' perceptions of their work environment as a whole-including, for example, their perceptions of the way they are treated and rewarded by the organisation and its representatives, and the extent to which the work environment is generally supportive of their well-being. Facet-specific climate refers to narrower aspects of the work environment, such as climates for innovation (Abbey & Dickson, 1983), service (Schneider, Salvaggio, & Subirats, 2002), safety (Zohar, 2000) and diversity climate (McKay, Avery, & Morris, 2009). McKay and colleagues (2009) defined diversity climate as employees' shared perceptions about the extent to which their organisation values diversity by utilizing fair practices and socially integrating all personnel.…”

Section: Theoretical Framework and Hypothesis Developmentmentioning

confidence: 99%

Exploring Organisational Citizenship Behaviour through the Lens of Age

Profili¹,

Sammarra²,

Innocenti³

2016

IJBA

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This paper sheds light on the mechanisms through which age diversity climate affects employees' positive attitudes and behaviours. Specifically, the study examines: a) the mediating role of affective commitment in the relationship between age diversity climate and organisational citizenship behaviour, and b) the moderating effect of employees' focus on future occupational opportunities on the link between age diversity climate and affective commitment. Applying regression analyses to a sample of 326 employees from a multinational pharmaceutical company, we found that affective commitment fully mediates the relationship between perceived age diversity climate and organisational citizenship behaviour. Furthermore, the results revealed that employees' focus on opportunities is negatively correlated with their chronological age and positively correlated with affective commitment. However, contrary to our hypothesis, employees' focus on opportunities did not moderate the link between age diversity climate and affective commitment. The results have implications for both theory and practice, suggesting that endeavours to maintain and sustain an inclusive age diversity climate should be regarded as critical.

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“…Others who have studied relationship between organizational culture and innovation include [6]- [8] also suggest the presence of a relationship. [4] record that only a few empirical studies on the impact of organizational culture on organizational innovation exist.…”

Section: Introductionmentioning

confidence: 99%

Evolution of Leadership and Organizational Culture Research on Innovation Field: 12 Years of Analysis

Zennouche¹,

Zhang

2014

JSS

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Many scholars assume that both leadership and organization culture play important roles in fostering innovation. The paper analyzes 12 years of leadership and organizational culture on innovation field research in the top eight management journals. The purpose of this paper is to summarize the relation studies between the two factors to investigate connections between organizational culture and leadership. Through a content analysis, it studies the relationship between leadership and organizational culture and its related studies to innovation on each journal. Moreover, the finding showed evolution of research on the 12 years of analysis. At the end, the paper is concluded by discussing several issues in leadership and organizational culture that need further investigation.

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R&D WORK CLIMATE AND INNOVATION IN SEMICONDUCTORS.

Cited by 309 publications

References 14 publications

Innovation Stimulants, Innovation Capacity, and the Performance of Capital Projects

Innovation Stimulants, Innovation Capacity, and the Performance of Capital Projects

Exploring Organisational Citizenship Behaviour through the Lens of Age

Evolution of Leadership and Organizational Culture Research on Innovation Field: 12 Years of Analysis

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