Relationships Among Leadership, Organizational Culture, and Support for Innovation

Taylor, Andrea; Santiago, Felix; Hynes, Rilla

doi:10.1007/978-3-030-02348-5_2

Cited by 9 publications

(7 citation statements)

References 46 publications

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“…There is a strong theoretical support that leadership is an important determinant of organizational innovation (Anthony, 2013;Li et al, 2019;Taylor et al, 2019). Transformational leadership style is one of the most investigated leadership styles concerning innovation (Lee et al, 2019).…”

Section: The Relationship Between Transformational Leadership and Org...mentioning

confidence: 99%

“…In the innovation literature, most examples and references are inclined towards large organizations like Google, Microsoft, 3M, and Apple. However, smaller businesses and other sectors are also constantly innovating new products and services (Taylor et al, 2019). Application of innovation is not restricted to one sector or industry, and other not-for-profit sectors such as healthcare are no exception.…”

Section: Introductionmentioning

confidence: 99%

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Leadership Styles, Organizational Culture, and Innovation in Healthcare: A Conceptual Framework

Saeed¹,

Som²,

Mahmood³

2022

IJARBSS

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This study examines the importance of leadership styles and how they relate to organizational innovation, which is vital in organizations because it enhances systems, services, procedures, and goods, especially in developing nations. Innovation can inspire a proactive, self-assured mindset that encourages taking chances and moving things along while also helping to develop a culture of innovation. The paper aims to propose a conceptual framework to investigate the relationship between the organizational innovation and leadership styles in the healthcare sector. The proposed model also aims to investigate the mediating role of organizational culture in relationship to leadership styles and organizational innovation. The framework is based on findings from reviewing key theories and concepts along with the relevant literature in the areas of leadership and organizational innovation. The framework can be used to empirically test a leadership style, and organizational culture suitable to promote administrative and technological innovation in hospitals and healthcare units. Methodologically, the framework will be tested by using quantitative methods and data will be collected through a cross-sectional survey design. Statistical software such as SmartPLS will be used for data analysis and to understand the relationships between the variables. The conceptual framework is expected to add to the body of knowledge both theoretically and in terms of practical implications for regulators, human resources, and healthcare practitioners. Further research will provide empirical data to the practitioners and policymakers of health and public sector organizations on the skills and competencies of the leaders that must be possessed to run healthcare institutions and deliver services to the masses at the optimum level. The health managers will further understand organizational leadership, innovation, and culture dynamics by having a framework that will help them to reassess capabilities and shortcomings. The paper also highlights the key determinants, and the importance of innovation in providing adequate patient care services and facilities within the context of healthcare sector in developing countries.

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Section: The Relationship Between Transformational Leadership and Org...mentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Leadership Styles, Organizational Culture, and Innovation in Healthcare: A Conceptual Framework

Saeed¹,

Som²,

Mahmood³

2022

IJARBSS

View full text Add to dashboard Cite

show abstract

“…Organizational tradition represents the extent to which established ways of doing things are valued and it was negatively related to the adoption of several management practices associated with creativity and innovation (Patterson et al , 2005). Traditional organizations are at odds with innovation, prizing previously established procedures and “by the book” behaviours, they inform employees that those who promote changes will not be socially rewarded as considered threatening to the status quo (Taylor et al , 2019). For this reason, when employees perceive organizational norms favouring tradition are likely to assume their innovative efforts to be estimated negatively by their work environment, thus expecting increased risks and reduced gains for their social image.…”

Section: Literature Review and Hypotheses Developmentmentioning

confidence: 99%

The role of image expectations in linking organizational climate and innovative work behaviour

Battistelli

Odoardi

Cangialosi

et al. 2021

EJIM

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PurposeThis study aims to explore whether expected image outcomes (risk and gain) represent a mechanism through which perceived organizational climates, in the dimensions of tradition and reflexivity, affect key components of the innovation process (idea generation and idea realization).Design/methodology/approachStructural equation models have been conducted to empirically analyse 3 waves of longitudinal survey data from an Italian military organization (N = 410).FindingsResults confirmed that image outcome expectations mediated the effects of perceived climate on idea generation, and that a serial mediation of image expectations and idea generation those on idea realization. Additionally, reflexivity was directly associated with idea generation.Practical implicationsThe findings offer guidance for organizations that aim to strengthen employee-driven innovation, highlighting the importance of organizational climate and image outcomes expectations.Originality/valueAdvancing from existing organizational behaviour and individual innovation literature, this article contributes to extend knowledge about the role of organizational climate and image outcome expectations in enhancing innovative work behaviours.

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“…However, we find a relative lack of focus on human factors able to acquire and use external knowledge and – above all – to solve the not-invented-here syndrome. In this sense, CEO characteristics aiming to promote and facilitate the use of external knowledge (Pontiskoski and Asakawa, 2009; Bogers et al , 2018a, 2018b; Hynes and Mickahail, 2019) and to provide – by training – new skills to employees (Lunenburg, 2010), their leadership styles (Lindegaard, 2010; Taylor et al , 2019) and the incentives they can determine to support the incorporation of external knowledge (Amar, 2004; Janzik and Herstatt, 2008) are key factors in OIPs. Bogers et al (2018a, 2018b) suggest that firms with a diverse human capital pool are at an advantage with respect to engaging in OI, as they can exploit existing diversity and may not have to create such diversity by means of hiring new employees.…”

Section: Literature Reviewmentioning

confidence: 99%

Absorbing in-bound knowledge within open innovation processes. The case of Fiat Chrysler Automobiles

Matricano

Candelo

Sorrentino

et al. 2019

JKM

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Purpose The purpose of this paper is to investigate the way companies involved in Open Innovation Processes (OIPs) routinize the procedure through which they can absorb in-bound knowledge, i.e. knowledge that comes from the outside and, in particular, from the crowd. In-bound knowledge passes through the phases of acquisition, assimilation, transformation and exploitation. Thus, companies need to define mechanisms and paths – related to their potential and realized absorptive capacity –to manage and exploit it. Design/methodology/approach The present paper is based on a longitudinal case study, an OIP launched by Fiat Chrysler Automobiles (FCA) that has already been implemented for three times. Multiple direct interviews with FCA top managers have allowed rebuilding the routinized procedure through which the company absorbs in-bound knowledge. Findings To routinize the procedure of absorbing in-bound knowledge, the company has settled specific mechanisms and paths and has established some bottlenecks over the process of acquisition, assimilation, transformation and exploitation of in-bound knowledge. These mechanisms and path, as well as these bottlenecks, are identified and descripted in the paper. Research limitations/implications Beyond the limitations linked to the use of a single case study, another limitation might be the reference to a big company in a specific industry. Anyway, with due caution, achieved findings can be referred to other industries as well. Originality/value This paper contributes to exploring if and how companies managing OIPs routinize the procedure through which they can absorb in-bound knowledge.

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Relationships Among Leadership, Organizational Culture, and Support for Innovation

Cited by 9 publications

References 46 publications

Leadership Styles, Organizational Culture, and Innovation in Healthcare: A Conceptual Framework

Leadership Styles, Organizational Culture, and Innovation in Healthcare: A Conceptual Framework

The role of image expectations in linking organizational climate and innovative work behaviour

Absorbing in-bound knowledge within open innovation processes. The case of Fiat Chrysler Automobiles

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