The HR system, organizational culture, and product innovation

Lau, Chung‐Ming; Ngo, Hang‐Yue

doi:10.1016/j.ibusrev.2004.08.001

Cited by 383 publications

(380 citation statements)

References 69 publications

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“…Lau and Ngo (2004), who studied the effect of the adhocracy (which they refer to as development culture) on innovation in industrial enterprises, formulated similar conclusions. Even more evidence supporting the existence of the relationship between organisational culture and innovation comes from the studies conducted by Naranjo Valencia et al (2010) or Malaviya and Wadhwa (2005).…”

Section: Organisational Culture and Innovativenessmentioning

confidence: 74%

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Management innovation, pro-innovation organisational culture and enterprise performance: testing the mediation effect

2017

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The interest in management innovation (MI) is growing and the conviction about its significant role in boosting an enterprise's competitive advantage and performance has recently gained ground. The studies on MI and its relationships with enterprise performance, which are relatively scarce in literature, indicate the complexity of these relationships. This inspired us to propose the management innovation construct and its operationalisation, which allowed for the empirical verification of the relationships between management innovation and enterprise performance. Simultaneously, we adopted the hypothesis on the mediating role of pro-innovation organisational culture. The aim of this article, therefore, is to study the relationships between MI and enterprise performance as well as to determine what role is played by pro-innovation organisational culture in these relationships. In order to do that, we conducted a survey of 301 companies based in Poland. Our research results confirmed the existence of relationships between management innovation and enterprise performance in the survey sample, although they were not very strong. Additionally, the hypothesis about the mediating role of organisational culture was also partially supported. The results of our study enrich the knowledge about the role of MI in stimulating enterprise performance and the role of proinnovation organisational culture. We also discuss the implications for further research and management practice.

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Section: Organisational Culture and Innovativenessmentioning

confidence: 74%

“…The literature presents the results of empirical studies, confirming the relationship between organisational culture and innovation (Lau and Ngo 2004). Researchers are particularly interested in determining which type of culture stimulates or hampers innovation.…”

Section: Organisational Culture and Innovativenessmentioning

confidence: 95%

Management innovation, pro-innovation organisational culture and enterprise performance: testing the mediation effect

2017

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“…İnsan kaynakları uygulamalarının örgüt kültürü üzerinde etkisi mevcuttur (Hartog ve Verburg, 2004;Lau ve Ngo, 2004). Bu bağlamda, insan kaynakları uygulamaları örgüt kültürünün oluşumu ve yönetimi sürecinde önemli bir role sahiptir (Schneider, 1988;Wilkins, 1984;Tichy, 1982;Schwartz ve Davis, 1981).…”

Section: Bağlılık Tabanlı İnsan Kaynakları Sistemi Gelişim Kültürü Vunclassified

“…Böylece, insan kaynakları sistemi sergilenmesi gerekli davranışların çalışanlara iletilmesini ve çalışanların benzer tutum ve davranışlar göstermelerini sağlar (Bowen ve Ostroff, 2004). Bağlılık tabanlı insan kaynakları sistemleri yenilikçilik ve girişimciliğe önem verilen bir örgüt kültürü tipinin oluşmasını sağlayabilir (Hartog ve Verburg, 2004;Lau ve Ngo, 2004 (Dorenbosch ve diğ., 2005). Bu ilişkiyi anlamak açısından bağlılığı artırmayı sağlayan bazı insan kaynakları uygulamalarının yenilikçi iş davranışına etkisi örnek olarak gösterilebilir.…”

Section: Bağlılık Tabanlı İnsan Kaynakları Sistemi Gelişim Kültürü Vunclassified

“…İnsan kaynakları yönetimi yazınında bağlılığı artırma amaçlı yapılandırılmış insan kaynakları sistemi ile gelişim kültürü ilişkisini destekleyici bazı çalışmalar yer almaktadır (Wei ve diğ., 2011;Hartog ve Verburg, 2004;Lau ve Ngo, 2004). Ancak bu çalışmaların genellikle örgütsel düzeyde yapıldığı görülmektedir.…”

Section: Introductionunclassified

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Algılanan Bağlılık Tabanlı İnsan Kaynakları Sisteminin Algılanan Gelişim Kültürü ve Yenilikçi İş Davranışına Etkisi

Ceylan¹

2013

ISGUC

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Mobilizing Company Members' Full Innovative Potential

Velasco

Elguezabal

Valle

2012

Hum Ftrs & Erg Mfg Svc

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Most of the literature on innovation management highlights the fundamental role played by people in the innovation process and the need to fully develop the creative and innovative potential of organizations' members. This article offers the result of extensive research carried out among some of the most innovative companies in the Basque Country, a highly innovative region located in the north of Spain. It draws interesting conclusions about how these innovative companies combine strong leadership, human resource practices, and an organizational culture that enhances innovation capabilities among the company's employees. More specifically, it answers questions such as the following: Are human resources policies, leadership, and innovation culture implemented equally in Basque innovative companies? Do companies make the same effort in deploying these elements or routines and practices related to them? Can we see a pattern in the use of these elements among innovative firms? © 2012 Wiley Periodicals, Inc.

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The HR system, organizational culture, and product innovation

Cited by 383 publications

References 69 publications

Management innovation, pro-innovation organisational culture and enterprise performance: testing the mediation effect

Management innovation, pro-innovation organisational culture and enterprise performance: testing the mediation effect

Algılanan Bağlılık Tabanlı İnsan Kaynakları Sisteminin Algılanan Gelişim Kültürü ve Yenilikçi İş Davranışına Etkisi

Mobilizing Company Members' Full Innovative Potential

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