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1 | LITERATURE REVIEW MATRIX | |||||||||||||||||||||||||
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3 | Working Title: Cultivating a Culture of Innovation: The Experience of Catholic Schools in Malolos | |||||||||||||||||||||||||
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6 | No. | Year | Author/s | Title | Citation/Reference | Significant Information About the Research | ||||||||||||||||||||
7 | 1 | 2018 | Mingzhi Shao | Strategy of Promoting Students' Innovation and Entrepreneurship in Business Administration | Shao, M. (2018, August). Research on the Strategy of Promoting Students' Innovation and Entrepreneurship in Business Administration. In 8th International Conference on Education, Management, Information and Management Society (EMIM 2018). Atlantis Press. | The Problems in Promoting College Students' Practical Ability in Innovation and Entrepreneurship in Business Management in Colleges and Universities: 1. Talent standards are too Single 2. Constraint of Traditional Teaching Model 3. Unreasonable Curriculum 4. Practical Teaching Has not been Implemented Strategies to Promote College Students' Innovation and Entrepreneurship: Practicing the Education of Modern Employment Outlook and Cultivating College Students' Creative and Entrepreneurial Ability Creating a Home-School Cooperative Education Environment and Establishing College Students' Consciousness of Innovation and Entrepreneurship Establishing a System for Fostering Talents for Innovation and Entrepreneurship and Training High-quality Applied Talents Create a Culture of Innovation and Entrepreneurship and lead College Students to Start their own Businesses | ||||||||||||||||||||
8 | 2 | 2018 | Noha Mostafa Abdelazim Negm | Promoting organizational sustainability and innovation: An exploratory case study from the Egyptian chemical industry | Mostafa, N., & Negm, A. (2018). Promoting organizational sustainability and innovation: An exploratory case study from the Egyptian chemical industry. Procedia Manufacturing, 22, 1007-1014. | Results from the focus groups discussions and interviews showed the concentration on eco-innovation for products and processes development with little focus on the economic and social sustainability. They agreed that innovation can accelerate organizational sustainability by boosting the performance of environmental and economic indicators. From a macro perspective, large companies are central to sustainable development. These companies need to consider regulations in many areas. Although there are increasing efforts by the Egyptian governmental and nongovernmental organizations towards more environmental-friendly and sustainability regulations, there are many complaints that the business and social culture in Egypt still puts many hinders in front of the attempts of applying organizational sustainability. Hence, implementing policies and regulations that force all the companies to consider social and environmental sustainability issues is of great importance, although it may run the risk of being met with strong resistance from some employees and stakeholders or partners. | ||||||||||||||||||||
9 | 3 | 2018 | Jin Chen Ximing Yin Liang Mei | Holistic Innovation: An Emerging Innovation Paradigm | Chen, J., Yin, X., & Mei, L. (2018). Holistic innovation: An emerging innovation paradigm. International Journal of Innovation Studies, 2(1), 1-13. | The four core elements of holistic innovation, “strategic,” “total,” “open,” and “collaborative,” are inter-related with an organic integration with the helix of HI. HI is an original innovation paradigm that conforms to the needs of firms' technological innovation management in the strategic innovation era and supports the implementation of the Innovation-Driven Development Strategy. | ||||||||||||||||||||
10 | 4 | 2018 | Edwin H. Welch | Embedded Creativity: Building a Culture of Innovation. An AGB White Paper | Welch, E. H. (2017). Embedded creativity: Building a culture of innovation. Association of Governing Boards of Universities and Colleges, 16. | Experiences at the University of Charleston will help other colleges and universities innovate more quickly. While confronting the headwinds of today's higher education environment, many small, private colleges and universities are held back by their own culture and history. Nevertheless, each institution has the option to change its condition, actions, and operational course. Changing the culture, Welch notes, is the biggest hurdle for any institution seeking to adjust, grow, and innovate. | ||||||||||||||||||||
11 | 5 | 2018 | Zhi Yang Van Thithuy Nguyen Phong Ba Le | Knowledge sharing serves as a mediator between collaborative culture and innovation capability: an empirical research | Yang, Z., Nguyen, V. T., & Le, P. B. (2018). Knowledge sharing serves as a mediator between collaborative culture and innovation capability: an empirical research. Journal of Business & Industrial Marketing. | The research findings show that knowledge sharing plays a mediating role between collaborative culture and two specific types of innovation, namely, product innovation and process innovation. The paper first confirms the moderating role of ownership form in the relationships between knowledge sharing and innovation capabilities. The results underline the necessity of building a collaborative culture to stimulate employees’ knowledge sharing behavior, which in turn positively promotes innovation capabilities in an organization. | ||||||||||||||||||||
12 | 6 | 2018 | Paul Hoback | Transforming Pittsburgh International Airport: Building an employee culture of innovation to fuel a dramatic turnaround in a post-hub era | Hoback, P. (2018). Transforming Pittsburgh International Airport: Building an employee culture of innovation to fuel a dramatic turnaround in a post-hub era. Journal of Airport Management, 12(4), 370-378. | Employee engagement and communication are critical to creating an innovative culture. Generate ideas from all levels that are heard by leaders who can facilitate them. Create a culture that encourages brainstorming where all ideas - even outlandish ones - are welcome. Build high-performing teams across all levels and break down vertical organisational silos to encourage collaboration. Accept that calculated risks should not be punished and that innovation victories be celebrated to create a lasting culture of innovation. | ||||||||||||||||||||
13 | 7 | 2018 | Khalaf, Hady Rouault, Frank | How French Enterprises Cultivate a Culture of Innovation in their Workplaces | Khalaf, H., & Rouault, F. (2018, September). How French Enterprises Cultivate a Culture of Innovation in their Workplaces. In International Conference on Innovation and Entrepreneurship (pp. 335-XX). Academic Conferences International Limited. | Firms cultivate an innovation culture by introducing new capabilities on top of existing ones and by opening more to the outside. It is difficult to cultivate an innovation culture if a classical leadership style predominates the organization. The findings concur with the dynamic capability and the transformational leadership theoretical perspectives. Innovation culture is altered through initiatives towards the actors (leadership), the activities (new capabilities) and the environment (openness), building on the anthropological perspective of culture. These findings deepen our understanding of the innovation culture phenomenon, which can provide senior managers in French firms a set of actions to incorporate into initiatives to develop the right ecosystem and capabilities to innovate and sustain their competitive advantages. | ||||||||||||||||||||
14 | 8 | 2018 | Obiri James Iwara Nancy Kalu Jane Chinazam Ezebor Ogheneovie Alabi Israel | Creativity and Innovation Culture: A Prerequisite for Sustaining Competitive Advantage in SMES | James, O., Nancy, I., Chinazam, K. J., Ogheneovie, E., & Israel, A. (2018). Creativity and innovation culture: a prerequisite for sustaining competitive advantage in SMES. Covenant Journal of Entrepreneurship, 1(3). | This explorative paper has toured all the concepts related to the topic under observation. We can deduce that innovation is identically important to all kinds of organizations and not just SMEs. We can also see how important creative and innovative business habits are to maintain competitive advantage. Innovation and creativity are about the only existing way to capture and sustain market share. In today‟s turbulent business environment, these tools are indispensable, and their importance should not be underestimated. If SMEs are to stay ahead of the competition, then innovation is a must. A creative culture and a strategy that will keep your business at the forefront of innovation, as well as an internal structure that provides the perfect platform for innovation to blossom are of utmost importance. | ||||||||||||||||||||
15 | 9 | 2018 | Carol Webb | The Innovation Imperative: Adding Fire to the Fuel of Genius in UAE Schools? | Webb, C. (2018, April). The innovation imperative: adding fire to the fuel of genius in UAE schools?. In The 8th International Conference on The Future of Education. The Future of Education International Conference. | In order to fulfill the ambitions of the UAE NIS in the education sector, schools should evaluate their own context and needs in this regard and create an action plan for impact through continual school improvement. Recommendations for practice include: 1. Allocating school lead for innovation 2. Development of school innovation policy 3. Developing school culture, CPD, routines/practices, teaching and learning around innovation 4. Addressing timetabling issues accommodating an innovation culture 5. Encouraging participation in innovation competitions 6. Visiting Google Innovation Hub opened for school access | ||||||||||||||||||||
16 | 10 | 2018 | Mu Tian Ping Deng Yingying Zhang Maria Paz Salmador | How does culture influence innovation? A systematic literature review | Tian, M., Deng, P., Zhang, Y., & Salmador, M. P. (2018). How does culture influence innovation? A systematic literature review. Management Decision. | A variety of culturally related factors combine to facilitate or restrict innovation performance in their corresponding cluster. The findings highlight the complex and idiosyncratic relationship between culture and innovation. | ||||||||||||||||||||
17 | 11 | 2018 | Zhi Chen Shenglan Huang Chong Liu Min Min Liying Zhou | Fit between Organizational Culture and Innovation Strategy: Implications for Innovation Performance | Chen, Z., Huang, S., Liu, C., Min, M., & Zhou, L. (2018). Fit between organizational culture and innovation strategy: Implications for innovation performance. Sustainability, 10(10), 3378. | In the group of organizations exhibiting either exploratory or exploitative innovation strategy, the more similar the organizational culture configurations are to those of the top performers, the higher their innovation speed and innovation quality are. In the group of organizations exhibiting ambidextrous innovation strategy, the fit between organizational culture and innovation strategy is insignificantly associated with innovation speed and innovation quality. | ||||||||||||||||||||
18 | 12 | 2018 | Mahmoud Moussa Adela McMurray Nuttawuth Muenjohn | A Conceptual Framework of the Factors Influencing Innovation in Public Sector Organizations | Moussa, M., McMurray, A., & Muenjohn, N. (2018). A conceptual framework of the factors influencing innovation in public sector organizations. The Journal of Developing Areas, 52(3), 231-240. | From the review and analysis of literature, the paper determines what is required, and what constraints are imposed by organizational and environmental factors to nurturing or fostering a culture of innovation in the government sector. A conceptual framework is gradually developed based on the analysis and knowledge obtained from relevant literature. Hence, the researchers discuss achievable and indispensable factors that might promote or enhance a culture of innovation in the public sector. The comprehension provided is intended to support scholars and practitioners in highlighting critical issues necessary to promote a culture of innovation in the government sector. | ||||||||||||||||||||
19 | 13 | 2018 | Roffeei, Siti Hajar Mohd Yusop, Farrah Dina Kamarulzaman, Yusniza | Determinants of Innovation Culture amongst Higher Education Students | Roffeei, S. H. M., Yusop, F. D., & Kamarulzaman, Y. (2018). Determinants of Innovation Culture amongst Higher Education Students. Turkish Online Journal of Educational Technology-TOJET, 17(1), 37-50. | Self-efficacy, effective communications, and climate for innovation are the determinants of innovation culture. While no differences were found for climate for innovation, the findings revealed that self-efficacy, effective communication, and innovation culture to have significant effect on innovative behaviour, indicating the importance of communication and self-belief in building innovation culture and moulding intended behaviour regardless of the situations or environmental conditions. | ||||||||||||||||||||
20 | 14 | 2018 | Hannah Kremer Isabel Villamor Herman Aguinis | Innovation leadership: Best-practice recommendations for promoting employee creativity, voice, and knowledge sharing | Kremer, H., Villamor, I., & Aguinis, H. (2019). Innovation leadership: Best-practice recommendations for promoting employee creativity, voice, and knowledge sharing. Business Horizons, 62(1), 65-74. | Based on the research, we offer evidence-based recommendations for managers to become innovation leaders by: (1) developing the right group norms, (2) designing teams strategically, (3) managing interactions with those outside the team, (4) showing support as a leader, (5) displaying organizational support, and (6) using performance management effectively. | ||||||||||||||||||||
21 | 15 | 2018 | Aeron Zentner Steven Homestead Raissa Covit | Fostering a Culture of Innovation: A Framework for Understanding Organizational Capacity for Innovation | Zentner, A., Homestead, S., & Covit, R. (2018). Fostering a culture of innovation: A framework for understanding organizational capacity for innovation. Available at SSRN 3189657. | The findings from the content analysis yielded 423 different factors associated with organizational capacity, behaviors, and culture to support innovation. The 423 factors were analyzed and assigned attributes related to the categories of mindset, resources, support and structure. The analysis produced 1,992 attributes (an average of 4.7 per factor), and using cluster analysis, factors were organized into ten macro-level classifications, namely; Openness, Collaboration, Leadership, Experimentation, Motivation, Learning, Communication, Assets, Agility and Roles. Openness, collaboration, leadership, experimentation, motivation, and learning made up the majority (>75%) of classification linkages based on frequency of the factors. An innovation ecosystem is embedded in the culture, values, behaviors and commitment to engaging individuals in cross-functional networks to solve problems and facilitate change. The results indicated that the most frequently occurring factors associated with fostering an innovative mindset included openness, collaboration, and experimentation. The assessment of organizational resources to support innovation included leadership, openness, and assets. Similar to the mindset category, the majority of the classifications that fell within organizational structure included openness, collaboration, leadership, and experimentation. The final assessment of organizational support found that factors primarily clustered in openness, leadership, collaboration, motivation, and communication. | ||||||||||||||||||||
22 | 16 | 2018 | Huda Al Matroushi Fauzia Jabeen Sherine Abdel | Prioritising the factors promoting innovation in Emirati female-owned SMEs: AHP approach | Matroushi, H. A., Jabeen, F., & All, S. A. (2018). Prioritising the factors promoting innovation in Emirati female-owned SMEs: AHP approach. International Journal of Entrepreneurship and Innovation Management, 22(3), 220-250. | The respondents prioritised innovation strategy, opportunity recognition, finance and motivation as the main criteria that promote innovation in Emirati women-owned SMEs in the UAE. Raising and managing internal and external finances were also seen as a barrier women face that would prevent them from starting an innovative business. The outcome of the study is expected to provide policymakers with explicit ideas about the importance of the variables linked to innovation in Emirati female-owned SMEs. | ||||||||||||||||||||
23 | 17 | 2018 | Marcel Bogers | Innovating by doing: promoting on-the-job experimentation through a climate for innovation | Bogers, M. (2018). Innovating by doing: promoting on-the-job experimentation through a climate for innovation. International Journal of Entrepreneurial Venturing, 10(3), 362-382. | The relationship between 'climate for innovation' and the ultimate performance is inverse U-shaped. The framework implies that managers can turn the entire organisation into an innovation lab but they need to balance the tension between productive and innovative practices. | ||||||||||||||||||||
24 | 18 | 2017 | Euripidis Loukis Yannis Charalabidis Aggeliki Androutsopoulou | Promoting open innovation in the public sector through social media monitoring | Loukis, E., Charalabidis, Y., & Androutsopoulou, A. (2017). Promoting open innovation in the public sector through social media monitoring. Government information quarterly, 34(1), 99-109. | As the direct transfer of open innovation methods from the private sector to the public sector is not possible, it is necessary to develop effective ‘citizen-sourcing’ methods, which address the specific needs of the public sector, and then analyze and evaluate them from various political and management sciences' perspectives. This paper makes a two-fold contribution in this direction: i) It evaluates a novel method of monitoring relevant social media (e.g. political blogs, news websites, and also Facebook, Twitter, etc. accounts) by government agencies, by retrieving and making advanced processing of their content, and extracting from it external knowledge about specific domains of government activity or public policies of interest, in order to promote and support open innovation; ii) For this purpose it develops a multi-perspective evaluation framework, based on sound theoretical foundations from the political and management sciences, which can be of wide applicability; it includes three evaluation perspectives: a political perspective (based on the ‘wicked’ social problems theory from the political sciences), a crowd-sourcing perspective (based on previous management sciences research on crowdsourcing) and a diffusion perspective (based on Roger's diffusion of innovation theory from management sciences). | ||||||||||||||||||||
25 | 19 | 2017 | Brenda Wingfield | Promoting an environment of innovation: A university scientist's view | Wingfield, B. (2017). Promoting an environment of innovation: A university scientist's view. South African Journal of Science, 113(11-12), 1-2. | How to actively promote innovation? 1. Attend national and international meetings 2. Avoid limiting interactions at meetings to friends and researchers already known to you 3. Debate ideas constantly 4. Cultivate a stress-free research environment 5. Apply for financial support but do not make money your goal 6. Try to achieve critical mass 7. Have fun | ||||||||||||||||||||
26 | 20 | 2017 | Ishak, Waguih | CREATING AN INNOVATION CULTURE | Ishak, W. (2017). Creating an innovation culture. McKinsey Quarterly, 4. | How to create an Innovation Culture: 1. Practice 'innovation parenting' 2. Bust hierarchy 3. Encourage the unreasonable 4. Don't die of indigestion 5. Cultivate external relationships 6. Hire the best--and fast | ||||||||||||||||||||
27 | 21 | 2017 | Sally Holdsworth Nancy Maynes | “But What If I Fail?” A Meta-Synthetic Study of the Conditions Supporting Teacher Innovation | Holdsworth, S., & Maynes, N. (2017). “But What If I Fail?” A Meta-Synthetic Study of the Conditions Supporting Teacher Innovation. Canadian Journal of Education/Revue canadienne de l'éducation, 40(4), 665-703. | Most significant among the themes in the meta-analysis done were the impact of teacher attitudes and beliefs, and the importance of school structure on how teachers initiated and sustained innovations in teaching practice. | ||||||||||||||||||||
28 | 22 | 2017 | Rifat Sharmelly | Crafting a winning innovation strategy | Sharmelly, R. (2017). Crafting a winning innovation strategy. Strategic Direction. | Innovation is the core driver of value creation, business growth and competitive advantage. The most successful organizations approach innovation in differentiated ways to achieve significant financial impact and operating efficiency. Organizations conducting innovation activities can improve their chances of success by pursuing the below strategies in a holistic way: arranging organizational structures and functions to support innovation; stimulating and sustaining a culture to foster innovation; and designing processes to orchestrate innovation. | ||||||||||||||||||||
29 | 23 | 2017 | Suzanne Jones Tony Hooper | New Zealand's ICT Strategy: The Respective Roles of Senior and Middle Management in Promoting Collaboration and Innovation | Jones, S., & Hooper, T. (2017). New Zealand's ICT Strategy: The Respective Roles of Senior and Middle Management in Promoting Collaboration and Innovation. Asia & the Pacific Policy Studies, 4(3), 484-495. | The most significant factor empowering middle managers to deliver innovation was the support of their senior manager; conversely, lack of support by senior managers was a significant barrier. Primary barriers to innovation and collaboration are described by managers as being workload, risk-averse thinking and budget. Leadership thinking was also seen by middle managers as a significant barrier. | ||||||||||||||||||||
30 | 24 | 2017 | Madeira, Maria Jose Carvalho, Joao Moreira, Jacinta Duarte, Filipe A P Filho, Flavio | Barriers to Innovation and Innovative Performance of Portuguese Firms | Madeira, M. J., Carvalho, J., Moreira, J., & Duarte, F. A. (2017). Barriers to Innovation and Innovative Performance of Portuguese Firms. XXVII Jornadas Hispano-Lusas Gestión Científica. | The analysis suggests that several barriers to innovation have influence on the Innovative performance of Portuguese firms. These results may be due to the fact that the barrier of perception stimulates the firm to overcome these difficulties, promoting the internal propensity to innovate. The most important barriers perceived in the study are: high innovation costs, perceive uncertainties in the demand and the market for new goods and services and show a lack of qualified personnel to carry out innovation activities and a lack of market information are less likely to innovate than firms that do not experience these difficulties. | ||||||||||||||||||||
31 | 25 | 2017 | Xinjie Chen An Yang Zhen Li Xin Lan | A Study on the Path of Promoting Innovation Performance in Rural Areas under Organizational Inertial Environment | Chen, X., Yang, A., Li, Z., & Lan, X. (2017, December). A Study on the Path of Promoting Innovation Performance in Rural Areas under Organizational Inertial Environment. In 2017 International Seminar on Social Science and Humanities Research (SSHR 2017). Atlantis Press. | The internal driving force have four internal drivers of innovation in this paper. Enterprises should avoid nepotism to the greatest extent, establish a fair promotion can effectively motivate employees to innovate. Demand is the driving force of innovation. Enterprises should constantly conduct market demand survey and analysis, so as to find new market demand in time. The purpose of enterprise innovation is to gain competitive advantage, to gain differentiation advantage in market competition, and to improve the competitiveness of enterprises. Material incentives are one of the most effective incentives. For rural start-ups, material incentives are particularly important. In compensation incentive, widen innovation pay gap, through wage incentive innovation. The organization can build a profit sharing plan, which can bring organizations and employees together. This plan will not only reduce internal friction and retain talents, but also motivate employees and improve the efficiency of innovation, thus creating greater profits for enterprises. | ||||||||||||||||||||
32 | 26 | 2017 | Krishnakumar, Sheeja | Organization Culture on Innovation: Understanding the Influence using its Variables | Krishnakumar, S. (2017). Organization culture on innovation: Understanding the influence using its variables. FIIB Business Review, 6(3), 61-70. | The major finding of the study is that hierarchical vulture also supports innovative initiatives as against previous studies. This study concludes by slating that optimal resource allocation improves with experience, as an innovative component. | ||||||||||||||||||||
33 | 27 | 2017 | Beata Gierczak-Korzeniowska Grzegorz Gołembski | BENCHMARKING IN THE PROCESS OF CREATING A CULTURE OF INNOVATION IN HOTEL COMPANIES | Gierczak-Korzeniowska, B., & Gołembski, G. (2017). MISCELLANEA: Benchmarking in the process of creating a culture of innovation in hotel companies. Economics and Business Review, 3(2), 101-113. | The results of studies on the development of a culture of innovation as a result of benchmarking in the hotels surveyed draw a picture of the organization’s culture which includes some components of a culture of innovation, but they are limited. The lack of measures aimed at creating new solutions does not necessarily mean that the organization is unable to create a culture of innovation. The mere fact of the implementation of the method, apart from its correctness, enriches the corporate culture which, if it orientated to the past, is directed towards a culture of innovation. Hotel managers should have the ability to perceive any form of innovation and create a climate conducive to innovation. | ||||||||||||||||||||
34 | 28 | 2017 | Richard Dodge Johanna Dwyer Stewart Witzeman Susan Neylon Sylvester Taylor | The Role of Leadership in Innovation | Dodge, R., Dwyer, J., Witzeman, S., Neylon, S., & Taylor, S. (2017). The Role of Leadership in Innovation: A quantitative analysis of a large data set examines the relationship between organizational culture, leadership behaviors, and innovativeness. Research-Technology Management, 60(3), 22-29. | Key conclusions include that while challenging work is important in all organizations, the importance of organizational encouragement and work group support differs by organizational factors. The impact of organizational encouragement is most pronounced for organizations with low-control, high-support, or high–risk-aversion cultures. Work group support, while important across all segments studied, has less effect than challenging work or organizational encouragement. | ||||||||||||||||||||
35 | 29 | 2017 | GUANXIONG PEI | STRUCTURING LEADERSHIP AND TEAM CREATIVITY: THE MEDIATING ROLE OF TEAM INNOVATION CLIMATE | Pei, G. (2017). Structuring leadership and team creativity: The mediating role of team innovation climate. Social Behavior and Personality: an international journal, 45(3), 369-376. | Results indicated that structuring leadership was positively related to both team innovation climate and team creativity. In addition, the results supported the role of team innovation climate as a mediator in the relationship between structuring leadership and team creativity. Theoretical and practical implications are discussed with regard to the ways in which leaders can enhance team creativity. | ||||||||||||||||||||
36 | 30 | 2016 | Matthew J. Mazzei C. Brian Flynn Jeffrey J. Haynie | Moving beyond initial success: Promoting innovation in small businesses through high-performance work practices | Mazzei, M. J., Flynn, C. B., & Haynie, J. J. (2016). Moving beyond initial success: Promoting innovation in small businesses through high-performance work practices. Business Horizons, 59(1), 51-60. | The consistent use of these HPWPs (high-performance work practices) should, in time, advance a culture fueled by innovation that is difficult for competitors to imitate and help prevent the firm from having a singular focus on its primary product/service and instead continually innovate to sustain growth and success. Using HR practices to acquire the abilities necessary to innovate, build employee commitment toward innovation, and offer feedback to help direct innovative behavior, organizations can develop an environment that encourages ongoing collaboration and innovation without getting in the way of the creative process. | ||||||||||||||||||||
37 | 31 | 2016 | Kazuaki Ikeda Anthony Marshall | How successful organizations drive innovation | Ikeda, K., & Marshall, A. (2016). How successful organizations drive innovation. Strategy & Leadership. | The top six percent of organizations in both operating efficiency and revenue growth pursue distinct strategies in innovation organization, culture and process. | ||||||||||||||||||||
38 | 32 | 2016 | Corbo, Joel C. Reinholz, Daniel L. Dancy, Melissa H. Deetz, Stanley Finkelstein, Noah | Framework for Transforming Departmental Culture to Support Educational Innovation | Corbo, J. C., Reinholz, D. L., Dancy, M. H., Deetz, S., & Finkelstein, N. (2016). Framework for transforming departmental culture to support educational innovation. Physical Review Physics Education Research, 12(1), 010113. | This paper provides a research-based framework for promoting institutional change in higher education. To date, most educational change efforts have focused on relatively narrow subsets of the university system (e.g., faculty teaching practices or administrative policies) and have been largely driven by implicit change logics; both of these features have limited the success of such efforts at achieving sustained, systemic change. Drawing from the literature on organizational and cultural change, our framework encourages change agents to coordinate their activities across three key levels of the university and to ground their activities in the various change perspectives that emerge from that literature. We use examples from a change project that we have been carrying out at a large research university to illustrate how our framework can be used as a basis for planning and implementing holistic change. | ||||||||||||||||||||
39 | 33 | 2016 | Julia C. Naranjo-Valencia Daniel Jiménez-Jiménez Raquel Sanz-Valle | Studying the links between organizational culture, innovation, and performance in Spanish companies | Naranjo-Valencia, J. C., Jiménez-Jiménez, D., & Sanz-Valle, R. (2016). Studying the links between organizational culture, innovation, and performance in Spanish companies. Revista Latinoamericana de Psicología, 48(1), 30-41. | The results show that culture can foster innovation, as well as company performance, or it could also be an obstacle for both of them, depending on the values promoted by the culture. It has been found specifically, that an adhocratic culture is the best innovation and performance predictor. Based on these results, it can be concluded that innovation mediates the relationship between certain types of organizational cultures and performance. | ||||||||||||||||||||
40 | 34 | 2016 | Stephen Burdon Kyeong Kang Grant Mooney | Understanding The Key Attributes for a Successful Innovation Culture | Burdon, S., Kang, K., & Mooney, G. (2016). Understanding the key attributes for a successful innovation culture. International Journal of Enterprise Information Systems (IJEIS), 12(4), 70-82. | The absence of a successful innovation culture is a serious impediment to growth and success. Preferences for the key innovation culture attributes varied significantly by executive functions, size of the organization and type of ownership structure. A mix of key innovation attributes should be deployed and tailored to each organisation, based on their industry and strategic objectives. | ||||||||||||||||||||
41 | 35 | 2016 | Carolina Klein Padilha Giancarlo Gomes | Innovation culture and performance in innovation of products and processes: a study in companies of textile industry | Padilha, C. K., & Gomes, G. (2016). Innovation culture and performance in innovation of products and processes: a study in companies of textile industry. RAI Revista de Administração e Inovação, 13(4), 285-294. | A positive ratio between culture of innovation and performance in innovation of products and processes was realized. It was found that innovation culture has greater influence on the process than on the product, and that the size of the organization does not influence the performance in product and process innovation for the sample studied. | ||||||||||||||||||||
42 | 36 | 2016 | Sawasn Al-Husseini Ibrahim Elbeltagi | Transformational leadership and innovation: a comparison study between Iraq's public and private higher education | Al-Husseini, S., & Elbeltagi, I. (2016). Transformational leadership and innovation: a comparison study between Iraq's public and private higher education. Studies in Higher Education, 41(1), 159-181. | The research showed that TL plays a pivotal role in enhancing product and process innovation and that the style would be ideal in an Iraqi educational context as it would promote strategies for developing innovation in both sectors. The interviews revealed that there are similarities and differences between public and private HEIs in Iraq regarding the relationship between TL and both product and process innovation. Guidelines are developed for researchers as well as leaders, and evidence is provided in support of the use of TL to increase product and process innovation within higher education in developing countries, particularly Iraq. | ||||||||||||||||||||
43 | 37 | 2015 | Hasliza Abdul Halim Noor Hazlina Ahmad T. Ramayah Haniruzila Hanifah Seyedeh Khadijeh Taghizadeh Marini Nurbanum Mohamad | Towards an Innovation Culture: Enhancing Innovative Performance of Malaysian SMEs | Halim, H. A., Ahmad, N. H., Ramayah, T., Hanifah, H., Taghizadeh, S. K., & Mohamad, M. N. (2015). Towards an innovation culture: Enhancing innovative performance of Malaysian SMEs. Academic Journal of Interdisciplinary Studies, 4(2), 85. | The results showed that SME entrepreneurs highlighted the importance of innovation culture via organisational learning in their business activities. Although some entrepreneurs perceive innovation culture is difficult to nurture, it serves as a key trend shaping their innovative performance in terms of generating new ideas, knowledge and skills. In sum, this study generates an agenda for researchers to reach more conclusive evidence about the practice of innovation culture and innovative performance among SMEs in Malaysia. | ||||||||||||||||||||
44 | 38 | 2015 | Giancarlo Gomes Denise Del Prá Netto Machado Joaquin Alegre | Determinants of Innovation Culture: a Study of Textile Industry in Santa Catarina | Gomes, G., Machado, D. D. P. N., & Alegre, J. (2015). Determinants of innovation culture: A study of textile industry in Santa Catarina. Brazilian Business Review, 12(4), 99-122. | The objective of this study is to analyze the determinants of organizational culture –strategy, structure, support mechanisms, stimulus to innovation and communication –that influence innovation in textile companies in the state, based on a survey among 441 respondents from 16 firms. Data were analyzed using structural equation modeling. Organizational structure was the dimension that had the strongest influence in shaping the culture of innovation. Flexibility and the presence of multifunctional teams are indicators that show that organizations are working to develop a culture of innovation. | ||||||||||||||||||||
45 | 39 | 2014 | William G. Tierney | Creating a Culture of Innovation: The Challenge in Becoming and Staying a World-Class University | Tierney, W. G. (2014). Creating a Culture of Innovation: The Challenge in Becoming and Staying a World-Class University. Pullias Center for Higher Education. | There are seven conditions for innovation within an organization’s culture. 1. Develop a Culture of Risk and Enable Motivation 2. Provide Individuals the Freedom to Control the Means to an End 3. Create Stable Goals 4. Enable Individuals to Have a Sense of Autonomy and Ownership 5. Ensure that the Fiscal and Temporal Resources Necessary to Accomplish Tasks are Available 6. Create the Conditions for Teamwork 7. Develop a Sense of Organizational Excitement | ||||||||||||||||||||
46 | 40 | 2014 | S. Sai Manohar Shiv R. Pandit | Core Values and Beliefs: A Study of Leading Innovative Organizations | Manohar, S. S., & Pandit, S. R. (2014). Core values and beliefs: A study of leading innovative organizations. Journal of Business Ethics, 125(4), 667-680. | The ability to innovate in organizations is highly dependent on the innovation culture of organizations, which in turn is dependent on the practice of core values and beliefs in the organization. The assumption "core values and beliefs of an organization have a significant impact on its innovation culture" was validated. Innovative organizations have a common set of values regardless of the type of innovation activity they may engage in; process, product or model. These seven (7) values are: intense customer focus, product quality, striving to be a pioneer in the industry, innovation leadership, profits, organizational agility, and emphasis on cutting edge technology. The day to day working practices, procedures, and system in organizations are derived and based on the bedrock of their core values and beliefs. | ||||||||||||||||||||
47 | 41 | 2014 | V. Kumar | Understanding Cultural Differences in Innovation: A Conceptual Framework and Future Research Directions | Kumar, V. (2014). Understanding cultural differences in innovation: A conceptual framework and future research directions. Journal of International Marketing, 22(3), 1-29. | No study to date has provided researchers with a framework to understand innovation from a cultural differences perspective. Culture and innovation studies can be categorized into the following six approaches: (1) innovation characteristics, (2) adoption of/propensity to adopt innovations, (3) geographical innovations, (4) market characteristics, (5) learning effect, and (6) organizational functions. Each approach contains two perspectives. From these approaches and perspectives, the author identifies unique and general insights on culture and innovation, discusses the implications of implementing this framework, and recognizes possible areas of further research. | ||||||||||||||||||||
48 | 42 | 2014 | Katarzyna Szczepańska- Woszczyna | The importance of organizational culture for innovation in the company | Szczepańska-Woszczyna, K. (2014, September). The importance of organizational culture for innovation in the company. In Forum Scientiae Oeconomia (Vol. 2, No. 3, pp. 27-39). | Various elements of organizational climate which were considered sig-nificant included freedom of expressing their opinions by employees, a possibility to propose and support new ideas, collaboration between employees of different organizational units. The ratings of respondents involved in innovation processes indicate that an approach to innovative behaviours of employees can be varied depending on the size of the company – the individual elements constituting the innovative climate in companies were rated differently. Certain similarities were observed in small and large companies, though probably conditions of these ratings differed: in small businesses they resulted from low formalization of procedures and rather friendly relationship between employees and superiors characteristic of small teams, while in large companies from the processes of identifying innovative ideas. In large and small companies, every employee has the right to express their own opinions, the final decision, however, is taken by managers, employees from different organizational units cooperate (formally or informally), employees can propose new ideas regardless of their level in the organisation hierarchy. In medium-sized enterprises surveyed, employees cannot make improvements themselves, even in trivial matters they need to contact managers, although they have the right to express their own opinions. | ||||||||||||||||||||
49 | 43 | 2014 | Elsa Barbosa | Organizational culture oriented for innovation: Influencing variables | Barbosa, E. (2014). Organizational culture oriented for innovation: Influencing variables. Zeszyty Naukowe Małopolskiej Wyższej Szkoły Ekonomicznej w Tarnowie, (2 (25)), 37-45. | In order to lead employees to collectively innovate and thereby achieve business entrepreneurship, managers should project cultural values and implement them through appropriate human resource practices that affect the psychological cognition of employees. If they do it, the perceived organizational support of employees in relation to organizational behaviour-oriented innovation will increase. Human resource practices to support a culture of creativity and innovation of employees are essential for the company to achieve success and develop a sustainable competitive advantage. The aim of this paper is to identify the variables inherent in organizational culture capable of enhancing an organizational culture of innovation. It is believed that the ability of innovation can be learned and trained in the organization while diffusing cultural values, based on human resources management practices, capable of supporting an organizational behaviour by employees, oriented to innovation. The methods used in this article are analysis and synthesis, and methods of induction and deduction. | ||||||||||||||||||||
50 | 44 | 2014 | Lynne Maher | Building a culture for innovation: A leadership challenge | Maher, L. (2014). Building a culture for innovation: A leadership challenge. HMA, 50(1), 14. | By making some simple but profound changes in behaviours and processes as illustrated across seven dimensions, leaders can have a great impact on the culture for innovation. This in turn can support the transformation of health services through increased innovation. | ||||||||||||||||||||
51 | 45 | 2014 | H. Soken Nelson Kim Barnes B | What kills innovation? Your role as a leader in supporting an innovative culture | Soken, N. H., & Barnes, B. K. (2014). What kills innovation? Your role as a leader in supporting an innovative culture. Industrial and Commercial Training. | Leadership and management behaviors that engender fear, a lack of focus and communication about organizational innovation strategy, a paucity of resources (time, money, encouragement) are among the factors that make innovation less likely or less successful. A clearly communicated purpose, the ability to accept and use failure, and an accessible process for getting a hearing on ideas are among the supportive factors. | ||||||||||||||||||||
52 | 46 | 2014 | Yasmin Chairunisa Muchtar Inneke Qamariah | The Influence of Transformational Leadership Style on Innovation Mediated by Organizational Culture | Muchtar, Y. C., & Qamariah, I. (2014). The influence of transformational leadership style on innovation mediated by organizational culture. Journal of Management Research, 6(4), 176. | Leadership style is highlighted as one of the most important influences on organizational innovation, as well as organizational culture that is essentially used as a variable in creating and implementing organizational innovation. This study aims to analyze the extent to which innovation has been applied to PT. Bakrie Telecom, Tbk and the effect of transformational leadership and the organizational culture to innovation. The data has been collected by using questionnaires with the samples of 83 employees who work in the Marketing Department at PT Bakrie Telecom, Tbk. The data were analyzed using the Path Analysis model, Sobel Test and Bootstrapping. The results show that transformational leadership contributed 43.3% in explaining the organizational culture, while the transformational leadership insignificantly affected the innovation. Transformational leadership had a direct effect on organizational culture. Finally this study reconfirms that organizational culture mediates the relationship between transformational leadership and innovation. | ||||||||||||||||||||
53 | 47 | 2014 | Sana El Harbi Alistair R. Anderson Meriam Amamou | Innovation culture in small Tunisian ICT firms | El Harbi, S., Anderson, A. R., & Amamou, M. (2014). Innovation culture in small Tunisian ICT firms. Journal of Small Business and Enterprise Development. | The study finds evidence of a learning environment within the firms and a good fit with the concepts of an innovative culture. Internal knowledge sharing is evident for all companies. However, this culture faces inwards, so that the paucity of linkages and weak socialisation combines with institutional thinness to isolate the firms. Local competitive advantages are not amplified but rather are dampened by the relative absence of interaction. | ||||||||||||||||||||
54 | 48 | 2013 | Jay Rao Joseph Weintraub | How Innovative Is Your Company’s Culture? | Rao, J., & Weintraub, J. R. (2013). How innovative is your company's culture? (Vol. 54, No. 3). MIT. | An innovative culture rests on a foundation of six building blocks: resources, processes, values, behavior, climate and success. Surveying employees about the organization’s innovation culture can identify areas of strength, weakness and inconsistency. Managers eager to change the company’s culture should start small and scale slowly. | ||||||||||||||||||||
55 | 49 | 2013 | Wichuwan Satsomboon* Oranuch Pruetipibultham | Creating an organizational culture of innovation: case studies of Japanese multinational companies in Thailand | Satsomboon, W., & Pruetipibultham, O. (2014). Creating an organizational culture of innovation: case studies of Japanese multinational companies in Thailand. Human Resource Development International, 17(1), 110-120. | The purpose of this study is to examine the predominant factors that lead to being an innovative organization from the employees’ perspective in Japanese multinational companies (MNCs) in Thailand. The study employed a qualitative case study approach utilizing semi-structured interviews and a focus group, and involved nine participants from five different Japanese MNCs operating in Thailand. The study found that learning and development, participative decision-making, communication and tolerance towards conflict and risks, kaizen (continuous improvement) and leadership were the main factors in promoting innovation in organizations. | ||||||||||||||||||||
56 | 50 | 2013 | Thorsten Büschgens Andreas Bausch David B. Balkin | Organizational Culture and Innovation: A Meta‐Analytic Review | Büschgens, T., Bausch, A., & Balkin, D. B. (2013). Organizational culture and innovation: A meta‐analytic review. Journal of product innovation management, 30(4), 763-781. | Managers of innovative organizations most likely implement a developmental culture, which emphasizes an external and a flexibility orientation. A moderator analysis of the culture–innovation relationship revealed that it is not influenced by the differentiation between radical and incremental innovation, and only weak evidence exists for an influence of innovation adoption versus innovation generation. | ||||||||||||||||||||
57 | 51 | 2013 | Loreta Losane | Innovation Culture – Determinant of Firms ́ Sustainability | Losane, L. (2013). Innovation Culture–Determinant of Firms Sustainability. International Journal of economics and management engineering, 7(10), 2755-2760. | Organizational culture is crucial for innovation. Literature reveals that research of organizational culture mostly confirms already existing conceptions and models, but those help to make a profile of innovation culture. Research summarizes previous research of organizational culture as culture which fosters innovation and provides a profile of innovation culture, which may be used by managers to improve cultural environment to increase performance of their companies. | ||||||||||||||||||||
58 | 52 | 2013 | Jan Wynen, Koen Verhoest, Eduardo Ongaro and Sandra Van Thiel, in cooperation with the COBRA network | Innovation-Oriented Culture in the Public Sector: Do managerial autonomy and result control lead to innovation? | Wynen, J., Verhoest, K., Ongaro, E., & van Thiel, S. (2017). Innovation-oriented culture in the public sector: Do managerial autonomy and result control lead to innovation? in cooperation with the COBRA network. In Innovation in Public Services (pp. 112-133). Routledge. | Using multi-country survey data of over 200 public sector agencies, we test for the influence of organizational autonomy, result control and their interactions, on innovation oriented culture. High levels of managerial autonomy and result control have independent and positive effects. However, the interaction between high personnel management autonomy and high result control has a negative effect. | ||||||||||||||||||||
59 | 53 | 2013 | Jan Auernhammer Hazel Hall | Organizational culture in knowledge creation, creativity and innovation: Towards the Freiraum model | Auernhammer, J., & Hall, H. (2014). Organizational culture in knowledge creation, creativity and innovation: Towards the Freiraum model. Journal of Information Science, 40(2), 154-166. | A quantitative analysis of survey data highlighted factors necessary to nurture an environment conducive to knowledge creation, creativity and innovation. The organization should: be open to change; encourage and value free communication and new and/or unusual ideas; tolerate mistakes; and nurture intrinsically motivated staff. It should be supported by leaders who promote these characteristics as shared values, while challenging and empowering their staff to generate new ideas in a drive to further innovation. Further analysis of focus group and interview data in the same case study identified three main determinants that underpin knowledge creation and creativity: (1) structured ‘space’ that creates expertise and experience of individuals while working in routine; (2) willingness to innovate – individuals’ propensity to experiment with ideas, even at risk of failure; and (3) authorized and dedicated ‘space’ designated specifically for individuals to explore new ideas (‘Freiraum’). These findings have contributed to the development of a new articulation of the organization of creativity and innovation. It draws on established concepts from the domain of knowledge and creativity management, and extends these to deepen our understanding of how aspects of organizational culture, including leadership and social conditions, influence organizational performance in terms of (1) improving knowledge creation processes related to creativity, and (2) fostering innovation. | ||||||||||||||||||||
60 | 54 | 2012 | Joseph LOCKWOOD Madeline SMITH Irene McARA- McWILLIAM | WORK-WELL: Creating a Culture of Innovation Through Design | Lockwood, J., Smith, M., & McARA-McWILLIAM, I. (2011). Work-well: Creating a culture of innovation through design. | Participants have gained confidence to contribute and share ideas, notably as highlighted in this case study they are more comfortable taking risks within an appropriate context and embrace change where necessary. This is supported by improved conditions for collaboration and effective communication; through mixing hierarchies and disciplines the widest possible use of skills within the participants was drawn out. To effectively use the skills of all employees exposing them to different perspectives and environments challenges silos and self limiting thinking, which has led to better decision making and engaging in collective problem solving, with a corresponding reduction of perceived barriers between workplace ‘silos’. Bringing design thinking skills to the teams helped move the focus externally, improving innovation strategies and potential changes in products and services. The design process also encouraged the teams to think about the whole process and the impact of a decision upstream and downstream rather than just the direct change. A common barrier to innovation is fear of failure. Using design techniques to test and prototype in a safe environment, before taking forward to the workplace allowed the teams to be more experimental and radical in their thinking. This helped them move from a problem-focused attitude that was the norm in the workplace, to a solution-focused mindset to deliver some inventive results. | ||||||||||||||||||||
61 | 55 | 2012 | Edward Nissan Miguel-Angel Galindo María Teresa Méndez Picazo | Innovation, progress, entrepreneurship and cultural aspects | Nissan, E., Galindo, M. A., & Picazo, M. T. M. (2012). Innovation, progress, entrepreneurship and cultural aspects. International Entrepreneurship and Management Journal, 8(4), 411-420. | The empirical analysis developed shows that culture, proxied by associations and human capital mainly, has a positive effect on entrepreneurship and innovations and indirectly on economic growth. However, it would also be necessary to consider the effects of the “culture of consumption” that has been developed in the developed societies to maintain the production activity. | ||||||||||||||||||||
62 | 56 | 2012 | Ng Yu Seen Sharan Kaur Garib Singh Sharmila Jayasingam | Organizational Culture and Innovation among Malaysian Employees | Seen, N. Y., Singh, S. K. G., & Jayasingam, S. (2012). Organizational culture and innovation among Malaysian employees. The Journal of Human Resource and Adult Learning, 8(2), 147. | The study examined cultural traits ofEmpowerment, Team Orientation, Capability Development, Creating Change, Customer Focus and Organizational Learning on Innovation. Creating Change and Organizational Learning were found to be significant contributors to Innovation. | ||||||||||||||||||||
63 | 57 | 2012 | Ruth Alas Ulle Ubius Mary Ann Gaal | Predicting Innovation Climate using the Competing Values Model | Alas, R., Ubius, U., & Gaal, M. A. (2012). Predicting innovation climate using the competing values model. Procedia-Social and Behavioral Sciences, 62, 540-544. | Results of empirical research in Japan, China, Czech Republic, Slovakia, and Russia indicate that in Asian countries three organizational culture types – clan, market and adhocracy predict innovation climate. In Eastern European countries – Slovakia and Czech two organizational culture types – market and adhocracy predict innovation climate and in Russia one organizational culture type – adhocracy predicts innovation climate. Hierarchy culture type does not predict innovation climate at all. | ||||||||||||||||||||
64 | 58 | 2011 | Mohammad Reza Noruzi Jonathan H. Westover | Fostering a Culture of Innovation in Organizations | Reza Noruzi, M., & H Westover, J. (2011). Fostering a culture of innovation in organizations. Acta Universitatis Danubius. Communicatio, 4(1). | Most organizations don’t understand what prevents innovation and innovative thinking. The obstacles are many but a deep understanding of what prevents innovation is critical. Some other tips for creating organization an innovative one are: 1. Training executives and managers of organizations first; 2. Training intact teams and make them active in innovation; 3. Training internal experts or facilitators to enhance innovation; 4. Customizing the training to each target group by adjusting to their capabilities; 5. Working on actual issues during the sessions and innovation process; 6. Continuous coaching, learning and recognition/reward for innovative persons; 7. Integrating Innovation in all the organization’s core processes | ||||||||||||||||||||
65 | 59 | 2011 | Allison Dahl Jill Lawrence Jeff Pierce | Building an Innovation Community | Dahl, A., Lawrence, J., & Pierce, J. (2011). Building an innovation community. Research-Technology Management, 54(5), 19-27. | Building a sustainable innovation community required the program team to gain authentic participation from stakeholders and be open to evolving the program design to meet the unique needs of all groups. The team did not approach the project as master architects, but rather followed the spirit of the participatory design notion of the “designer-as-facilitator.” The result is a design that uses technology as an enabler and is bounded but not controlled. Striking this balance is not without its challenges, and the program team regularly considered where and how to intervene. The resulting community meets different needs at each level in the organization, but collectively it clearly serves the interests of Pitney Bowes to drive growth and support a culture of innovation. | ||||||||||||||||||||
66 | 60 | 2011 | Joachim Stempfle | Overcoming Organizational Fixation: Creating and Sustaining an Innovation Culture | Stempfle, J. (2011). Overcoming organizational fixation: creating and sustaining an innovation culture. The Journal of Creative Behavior, 45(2), 116-129. | Overcoming organizational fixation and creating an innovation culture in organizations requires a strong, visible commitment to long-term organizational development. This process is much more a journey than an event. It needs to be driven from the top and encompass the entire organization. Organizations need to be aware that creating an innovation culture requires an integrated approach and interventions on multiple levels. Leadership development is key to facilitate transformation and change. | ||||||||||||||||||||
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