The relationships between leadership styles and organizational innovation climate: Cases of some high-tech enterprises in Hebei

2011 ◽  
Author(s):  
Lu Ye ◽  
Deng Junye ◽  
Ma Yan
Keyword(s):  
Leadership Styles ◽  
Organizational Innovation ◽  
High Tech ◽  
Innovation Climate

Knowledge Sharing, Organizational Climate, and Innovative Behavior: A Cross-Level Analysis of Effects

2013 ◽  
Vol 41 (1) ◽  
pp. 143-156 ◽  
Author(s):  
Chien Yu ◽  
Tsai-Fang Yu ◽  
Chin-Cheh Yu
Keyword(s):  
Organizational Climate ◽  
Knowledge Sharing ◽  
Hierarchical Linear Modeling ◽  
Organizational Innovation ◽  
Positive Association ◽  
Innovative Behavior ◽  
Linear Modeling ◽  
Individual Level ◽  
Innovation Climate ◽  
The Impact

We investigated individual-level knowledge sharing and innovative behavior of employees, organizational innovation climate, and interactions between the individual level of knowledge sharing and the climate of innovation within the organization as a whole. Employees of public corporations in the Taiwanese finance and insurance industries participated in this study. Hierarchical linear modeling (HLM) indicated a positive association between knowledge sharing and innovative behavior and a positive association between organizational innovation climate and innovative behavior. According to the results of HLM organizational innovation climate did not act as a moderator on the impact of knowledge sharing on innovative behavior.

Leadership, Innovation Among Tunisian ICT SMEs

2014 ◽  
Vol 22 (03) ◽  
pp. 283-311 ◽  
Author(s):  
Sondes Kacem ◽  
Sana El Harbi
Keyword(s):  
Structural Equation ◽  
Organizational Innovation ◽  
Small And Medium Enterprises ◽  
Collaborative Work ◽  
Chief Executive ◽  
Equation Modeling ◽  
High Tech ◽  
Cultural Aspects ◽  
Implementation Of Innovations ◽  
The Impact

Currently, innovation is a major challenge in emerging economies such as Tunisia. Although the influence of leadership seems evident in the implementation of innovations, few studies have investigated this impact; especially for SMEs in the ICT sector. For this purpose, we propose to highlight the impact of leadership on the implementation of innovations in SMEs through exploratory qualitative study of five small and medium enterprises (SMEs) in the high-tech sector in Tunisia, to understand the management styles of the chief executive officers (CEOs) and their motivations towards innovative activities. The results of this investigation show that the style of leadership in the ICT sector is both participative and transformational. Only organizational innovation has been detected. Collaborative work and group cohesion are the major cultural aspects of innovation. Items from this exploration allows us to clarify aspects of three basic concepts that make up our conceptual model (leadership, culture of innovation, and innovations) for testing later under a quantitative study by the method of structural equation modeling.

scholarly journals How to Motivate Employees for Sustained Innovation Behavior in Job Stressors? A Cross-Level Analysis of Organizational Innovation Climate

2019 ◽  
Vol 16 (23) ◽  
pp. 4608 ◽  
Author(s):  
He ◽  
Wu ◽  
Zhao ◽  
Yang
Keyword(s):  
Self Efficacy ◽  
Organizational Innovation ◽  
Job Stressors ◽  
Mediation Effects ◽  
Starting Point ◽  
Sustained Innovation ◽  
Innovation Climate ◽  
Creative Self ◽  
Level Analysis ◽  
Innovation Behavior

The starting point of organizational innovation is employees’ creative thinking and innovation behaviors at work. In addition to personality and innovation willingness, innovation behavior depends on the level of support available in an organizational environment. The data used in this study were collected from 74 R&D teams (418 employee participants) in technology companies in Taiwan, and a multi-level analysis was conducted to investigate the relationships among job stressors, creative self-efficacy, and employees’ sustained innovation behavior, as well as the role of the organizational innovation climate between creative self-efficacy and employees’ innovation behavior. The research findings revealed significant positive relationships between challenge stressors and employees’ sustained innovation behavior, as well as significant negative relationships between hindrance stressors and employees’ sustained innovation behavior, mediation effects of creative self-efficacy on job stressors and employees’ sustained innovation behavior, and moderation effects of the organizational innovation climate on employees’ creative self-efficacy and sustained innovation behavior. An enterprise could place some working-related stress on employees and create a rich internal innovative climate to induce innovation behavior in its members.

How leadership matters in organizational innovation: a perspective of openness

2018 ◽  
Vol 56 (1) ◽  
pp. 6-25 ◽  
Author(s):  
Xiao Jia ◽  
Jin Chen ◽  
Liang Mei ◽  
Qian Wu
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Organizational Innovation ◽  
Innovation Performance ◽  
Hierarchical Regression ◽  
New Paradigm ◽  
Data Set ◽  
Content Type ◽  
Top Managers

Purpose The purpose of this paper is to answer the following two questions: What are the influences of the top managers’ different leadership styles on organizational innovation? What is the mechanism by which the different leaderships exert different effects on organizational innovation? Design/methodology/approach To test the hypothesized model, a data set based on 133 MBA part-time students from Tsinghua University and Zhejiang University in China was built, after interviewing several top managers as a pilot study. With the help of SPSS macro, hierarchical regression and bootstrapping analysis, the paper analyzes the effects of two leadership styles on innovation performance, through the mediation mechanism of openness involving open breadth and open depth. Findings The results indicate that transformational leadership enhances, while transactional leadership reduces, the organizational innovation performance. The openness breadth and openness depth not only mediate the beneficial effect of transformational leadership on innovation, but also mediate the deleterious effect of transactional leadership on innovation. Originality/value This study empirically explores the different functions of transformational leadership and transactional leadership for leading organizational innovation performance. Furthermore, a new form of organization is an open design or strategy that allows more external knowledge and resources to be absorbed, which is claimed as a new paradigm for organization innovation. This study integrates the concepts of breadth of openness and depth of openness on the basis of open innovation literature, as an intermediate mechanism to explain the different effects of the two forms of top managers’ leadership.

scholarly journals The Influence of Core Technology Capability of High-Tech Industry on Sustainable Competitive Advantage

2021 ◽  
Vol 2021 ◽  
pp. 1-10
Author(s):  
Xi Liu ◽  
Shuai Yang
Keyword(s):  
Competitive Advantage ◽  
Organizational Innovation ◽  
Core Competencies ◽  
Theoretical Research ◽  
High Tech ◽  
Sustainable Competitive Advantage ◽  
Technological Capabilities ◽  
High Tech Industry ◽  
The Core ◽  
The Impact

In order to explore how the core technological capabilities of the high-tech industry affect the sustainable competitive advantage of an enterprise, by consulting a large number of literature studies on sustainable competition, the characteristics of high-tech enterprises were summarized through analysis and sorting and a sustainable competition model was proposed based on market, management, marketing, strategy, and organizational innovation. Through factor analysis, correlation analysis, and structural equations of 266 survey data of related companies, the effectiveness of the model based on the impact of core capabilities of high-tech companies on sustainable competitive advantage was confirmed. The results show that the core competencies of high-tech enterprises’ market recognition, strategic planning, management and operation, full-person marketing, and dynamic marketing directly affect the company’s sustainable competitive advantage. The most important influence on a company’s sustainable competitive advantage is market awareness, and the organizational innovation of the company can also influence the sustainable competitive advantage indirectly, while dynamic marketing can increase the other four capabilities to improve the sustainable competitive advantage of the enterprise. The theoretical model is established to identify the core technological capabilities of high-tech enterprises that can help enterprises effectively identify the core technological capabilities that can form a sustainable competitive advantage and then provide ideas for enterprises to build theoretical research on core technological capabilities.

Chief Executive Officer's traits and open innovation in small and medium enterprises: the mediating role of innovation climate

2020 ◽  
Vol 27 (4) ◽  
pp. 607-631 ◽  
Author(s):  
Tharwa Najar ◽  
Karima Dhaouadi
Keyword(s):  
Open Innovation ◽  
Developing Economies ◽  
Chief Executive ◽  
Mediating Effect ◽  
High Tech ◽  
Content Type ◽  
Top Managers ◽  
Innovative Climate ◽  
Innovation Climate

PurposeThis paper aims to study the impact of Chief Executive Officer's (CEO's) personality traits on open innovation (OI) strategies and the mediating effect of innovation climate by mobilizing the upper echelons theory and the OI literature. In fact, CEO's role in OI promotion has been under-investigated in the literature especially in small and medium-sized enterprises (SMEs) and in developing economies.Design/methodology/approachBased on the structural equation modeling, a survey is scheduled by administrating a questionnaire within 178 CEOs in Tunisian high-tech sector. The relevance of the empirical evidences is to disclose human levers to the success of OI strategies in the Tunisian context as a developing country.FindingsThe results show the importance of CEO's entrepreneurial orientation (EO) and attitude in promoting innovation climate and so then OI strategies. The study offers a reading grid for managers of high-tech SMEs to better lead and identify key factors for OI adoption. Innovative climate is found to be a relevant driver of OI encompassing the key role of attitude and EO of top managers.Practical implicationsResults highlight the relevance of the recruitment of appropriate top managers with high levels of EO and with positive attitude toward OI in order to facilitate OI integration and to enhance SMEs' competitiveness. Entrepreneurially oriented CEOs should be required in order to overcome "Not Invented Here" and "Not Shared Here" syndromes, to support innovative climate and to encourage knowledge import and export in the Tunisian SMEs.Originality/valueThis paper sheds light on the micro-foundation of OI by emphasizing the relevance of human factors and namely EO and attitude of CEOs in OI issue. It provides conceptual and empirical clarification of the extent to which CEO's traits affect OI through innovative climate. This would value initiatives exploring key individual's characteristics influence on OI strategies within SMEs.

Structuring leadership and team creativity: The mediating role of team innovation climate

2017 ◽  
Vol 45 (3) ◽  
pp. 369-376 ◽  
Author(s):  
Guanxiong Pei
Keyword(s):  
Leadership Style ◽  
High Tech ◽  
Team Creativity ◽  
Team Innovation ◽  
Mediating Role ◽  
Subsequent Effect ◽  
Innovation Climate ◽  
Fierce Competition ◽  
The Relationship

Because of rapid technological progress, shortened production cycles, and fierce competition, fostering team creativity has become an important leadership function. However, few empirical researchers have examined the relationship between a structuring leadership style and team creativity. I surveyed 54 participant teams working in Chinese high-tech enterprises to examine the influence of structuring leadership on team innovation climate and its subsequent effect on team creativity. 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.

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