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Journal articles on the topic 'Organization’s innovation culture'

Author: Grafiati

Published: 28 May 2022

Last updated: 31 July 2025

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1

Chen, Zhi, Shenglan Huang, Chong Liu, Min Min, and Liying Zhou. "Fit between Organizational Culture and Innovation Strategy: Implications for Innovation Performance." Sustainability 10, no. 10 (2018): 3378. http://dx.doi.org/10.3390/su10103378.

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Although prior studies have indicated the interrelationships between specific types of innovation strategy and specific elements of organizational culture, few studies simultaneously evaluate the relationship between the two multi-dimensional constructs in holistic perspective. Based on configuration theory, we conceptualize fit as ‘profile deviation’, and investigate the fit between an organization’s culture and its innovation strategy. Data were collected from 183 Chinese organizations. We examine the hypothesis that greater fit between organizational culture and innovation strategy encourag

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Rattanawichai, Natineeporn, Mongkolchai Wiriyapinit, and Jintavee Khlaisang. "Success factors to promote innovative behavior in organizations." European Conference on Management Leadership and Governance 18, no. 1 (2022): 499–505. http://dx.doi.org/10.34190/ecmlg.18.1.698.

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Innovative behavior in organizations have been practiced in many countries but the success factors are not well established in Thailand. The primary objective of this study was to identify and confirm the success factors in Thailand. The sample included 500 peoples who were observed in automotive industry. Confirmatory factor analysis (CFA) indicates a good fit of a eight-factor model to the observed data. The CFA construct revealed eight success factors to promote organization’s innovative behavior in Thailand, including Knowledge sharing (KS), Self-efficacy (SE), Problem-solving capacity (PS

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Yazdani, Ali, and Sina Saberi. "Designing an Organizational Learning Model for Innovation-Driven Business Environments." Business, Marketing, and Finance Open 1, no. 4 (2024): 55–64. https://doi.org/10.61838/bmfopen.1.4.6.

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Abstract: This study aims to design an organizational learning model tailored for innovation-driven business environments. This qualitative study was conducted using semi-structured interviews with 27 participants from various innovation-intensive industries. The interviews were analyzed through open, axial, and selective coding using NVivo software to identify key themes. Theoretical saturation was achieved, and the data were systematically categorized to develop an integrated model of organizational learning and innovation. Three core themes emerged from the data analysis: Learning Culture a

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AlSaied, Mohammad, and Patrick McLaughlin. "Organizational Culture Enabler and Inhibitor Factors for Ambidextrous Innovation." Administrative Sciences 14, no. 9 (2024): 207. http://dx.doi.org/10.3390/admsci14090207.

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Ambidextrous innovation is considered to be a key framework for innovation that offers organizations the ability to maintain their current level of competitiveness and develop and sustain a long-term competitive advantage. However, the implementation of ambidextrous innovation is constrained by an organization’s culture. Thus, the aim and objective of the present research are to explore the literature deeply and attempt to understand both organizational culture and ambidextrous innovation, along with key cultural aspects with regard to ambidexterity. The present research deeply dived into the

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Adebayo Omowunmi Temitope. "Agile and organizational culture: Fostering agile values and mindset." International Journal of Science and Research Archive 7, no. 2 (2022): 672–81. http://dx.doi.org/10.30574/ijsra.2022.7.2.0265.

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The integration of agile methodologies into organizational culture has become crucial for promoting innovation, adaptability, and continuous improvement in today’s fast-paced business landscape. As global markets become more competitive and customer expectations evolve rapidly, companies must find ways to stay agile, responsive, and resilient. Agile methodologies provide a robust framework that allows teams to deliver value incrementally, react quickly to changes, and continuously refine their processes. However, achieving lasting success with agile methods requires more than just implementing

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Kim, Suk-Won, Chang-Ik Hyun, and Dong-Myung Lee. "The Influence of Innovation Culture of SMEs on Millennial Generation’s Workplace Spirituality and Creativity." Asia Europe Perspective Association 17, no. 2 (2020): 51–82. https://doi.org/10.31203/aepa.2020.17.2.051.

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This study tried to identify the effects of the organization’s innovation culture of SMEs on Millennial Generation’s workplace spirituality and creativity. And It was tried to identify the moderating effects of leader’s prudence on each path. The Millennial Generation continues to grow in organizations, and there is a generational shift. This study identifies the influence of organizational culture on the Millennial Generation to create desirable performance and motivate themselves. In addition, it identifies the traits of leader behavior and provides practical implications for the right direc

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Kim, Suk-Won, Chang-Ik Hyun, and Dong-Myung Lee. "The Influence of Innovation Culture of SMEs on Millennial Generation’s Workplace Spirituality and Creativity." Asia Europe Perspective Association 17, no. 2 (2020): 51–82. https://doi.org/10.31203/aepa.2020.17.2.003.

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This study tried to identify the effects of the organization’s innovation culture of SMEs on Millennial Generation’s workplace spirituality and creativity. And It was tried to identify the moderating effects of leader’s prudence on each path. The Millennial Generation continues to grow in organizations, and there is a generational shift. This study identifies the influence of organizational culture on the Millennial Generation to create desirable performance and motivate themselves. In addition, it identifies the traits of leader behavior and provides practical implications for the right direc

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Cahyadi, Eri, Ian Firstian Aldhi, Elisabeth Supriharyanti, Suparto Wijoyo, Fendy Suhariadi, and Ikhsan. "Fostering Innovative Culture for Enhanced Organizational Health and Performance in Public Organizations." Jurnal Manajemen Teori dan Terapan| Journal of Theory and Applied Management 17, no. 3 (2024): 393–414. https://doi.org/10.20473/jmtt.v17i3.62879.

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Objective: This study aims to explore the effects of introducing an innovative culture on organizational health and performance within public sector entities, specifically focusing on the Surabaya City Government. The selection of Surabaya City Government is rooted in its pivotal role in public sector reform within Indonesia. The city ranks fifth in Indonesia’s Regional Competitiveness Index, highlighting the importance of fostering innovation to enhance organizational health and public service delivery. Design/Methods/Approach: Employing an action research design, this research utilizes a lon

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Permana, Gideon Dian, and Okder Pendrian. "The Impact of Employee Competence, Culture of Innovation, and Leadership Style on Organizational Effectiveness." International Journal of Management and Business Applied 2, no. 2 (2023): 59–68. http://dx.doi.org/10.54099/ijmba.v2i2.631.

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One of the parameters in looking at the effectiveness of organization in a governmental system is that it can be seen through the achievement value of Bureaucratic Reform. Bureaucratic reform is a systematic, integrated and comprehensive effort to good governance. The study aims to test and analyze the impact of employee competence, culture of innovation, and leadership style on the effectiveness of organizations in the Coordinating Ministry for Human Development and Cultural Affairs Indonesia. The results of this study show that employee competence, culture of innovation, and leadership style

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Delias, Pavlos, Georgia Kyriakaki, Evangelos Grigoroudis, and Nikolaos Matsatsinis. "Innovation Management Software Exploiting Multiple Criteria Analysis." International Journal of Decision Support System Technology 4, no. 1 (2012): 30–42. http://dx.doi.org/10.4018/jdsst.2012010103.

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Innovation is a critical factor in building an organization’s culture of growth. Provided that it is properly blended with organizational development initiatives and aligned with the organization’s strategy, it supplies a compelling advantage for the growth process. Neglecting to encompass innovation in an organization’s culture could lead to shrinkage and even extinction, in the case of an intensively competitive market. Executive staff must consider innovative technologies and be aware of all growth opportunities. However, this staff is stressed under information overload. A need exists to r

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Tarus, Thomas K., Lucy Kinyua, and Jane Muriithi. "Influence of social innovation on organizational effectiveness of non-profit organizations: A case of gotabgaa international in the United States of America." University Journal 5, no. 1 (2023): 1–12. http://dx.doi.org/10.59952/tuj.v5i1.128.

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Technology has transformed how social organizations and individuals socialize and do business today. It has generated tremendous, as well as complex economic and social challenges that mostly involve problems that people have interacting with others in society or engaging in normal social behaviors. Among the strategies posed to conquer the post-modern challenges is the concept of social innovation that involves much more than creating a new model, but one that creates empathy, as well as a change in power related relationships and a change in the way people think and act. The research studied

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Persaud, D. David, and Matthew Murphy. "The ELIAS framework: A prescription for innovation and change." Healthcare Management Forum 34, no. 1 (2020): 56–61. http://dx.doi.org/10.1177/0840470420950361.

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Healthcare is a complex adaptive system with multiple stakeholders and dynamic environments. Therefore, healthcare organizations must continuously learn, innovate, adapt, and co-evolve to be successful. This article describes a systematic, comprehensive, and holistic performance management framework that healthcare managers can use to achieve these goals. The framework involves the ongoing assessment, modification, or replacement of current programs or services aimed at adapting successfully to achieve the organization’s strategic objectives. This is engendered by the presence of a culture tha

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Al-Zu’bi, Hasan, and Ahmad Albloush. "The impact of green organizational identity on green innovation at Jordanian food and beverage companies." Problems and Perspectives in Management 20, no. 2 (2022): 302–10. http://dx.doi.org/10.21511/ppm.20(2).2022.25.

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Integrating environmental objectives into an organization’s mission and strategies improves the organization’s image as a socially responsible organization and helps it take a leading position of advantage. Due to the increasing pressures towards sustainability and environmental policies, organizations are making efforts in this direction. This study is aimed at identifying the impact of green organizational identity (GOI) on green innovation (GI). Data were collected from 168 employees working in food and beverage industry companies listed on the Amman Stock Exchange. SPSS was employed to ana

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Davies, Muriel, Michel Moulinet, and Stéphanie Buisine. "Innovation Culture in French Organisations." European Conference on Innovation and Entrepreneurship 18, no. 1 (2023): 250–59. http://dx.doi.org/10.34190/ecie.18.1.1386.

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The aim of this study was to measure the relative impact of culture and processes on innovation performance. Contrary to processes, culture represents all implicit factors influencing daily behaviour. Culture gathers the unwritten rules of the social game and serves as social cement for an organisation. Processes correspond to identified and formalised practices and rules, including having a dedicated team or qualified collaborators for running product design and development, for example. Based on the scientific literature, we designed a survey to assess these three sides of innovation (cultur

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Kocot, Maria, Dariusz Soboń, and Damian Kocot. "WELLBEING AND PSYCHOLOGICAL SAFETY IN AN AGILE ORGANIZATION – ANALYSIS OF OWN RESEARCH." Zeszyty Naukowe Wyższej Szkoły Humanitas Zarządzanie 26, no. 2 (2025): 115–31. https://doi.org/10.5604/01.3001.0055.2058.

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The aim of this article is to analyze the key determinants of well-being and psychological safety in agile organizations and their impact on team effectiveness. The study focuses on the relationships between psychological safety, innovation, employee engagement, and an organization’s ability to manage change. A survey conducted on a sample of 303 respondents between April and May 2023 was analyzed using Pearson correlation, allowing for the determination of the strength and direction of the relationships between the studied variables. The results indicate that open communication, team support,

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SOBOLIEVA, Tetiana, and Tetiana NEZAMEDINOVA. "WAYS OF FORMING THE INNOVATIVE CULTURE IN AN ENTERPRISE." Herald of Khmelnytskyi National University 302, no. 1 (2022): 74–77. http://dx.doi.org/10.31891/2307-5740-2022-302-1-12.

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The article considers the organizational culture of the enterprise as an important internal subsystem and a prerequisite for the effective implementation of its development goals. It is established that the current stage of socio-economic relations requires the intensification of innovation activities aimed at the development and implementation of innovations, both to meet the needs of consumers and to improve internal business processes. Since the innovative activity of the enterprise is largely derived from the type of organizational culture, an important task is to strengthen its innovative

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Shehzad, Muhammad Usman, Jianhua Zhang, and Phong Ba Le. "Role of collaborative culture and knowledge management process for stimulating radical and incremental innovation: a comparative moderation approach." Business Process Management Journal 27, no. 7 (2021): 2021–50. http://dx.doi.org/10.1108/bpmj-02-2021-0070.

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PurposeThe primary objective of this study is to assess the role of a collaborative culture in the organization’s knowledge management process (KMP) and how it is associated with radical and incremental innovation under the moderating role of ownership formapjm in Pakistani firms.Design/methodology/approachThis research used the quantitative method and structural equation modeling approach to examine hypotheses with data obtained by the survey from 280 participants in 85 Pakistani firms.FindingsThe findings of this study indicate that the KMP significantly mediates between collaborative cultur

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Matriano, Maria Teresa. "Innovative Environment Within Organization’s Structure- Case of Oman." Advances in Social Sciences Research Journal 8, no. 7 (2021): 310–16. http://dx.doi.org/10.14738/assrj.87.10516.

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In today’s age of modernization, the concept of innovation is considered as one of the key factors for organizational growth. At the same time, organizations are expected to adapt culture and environment where innovation can continue to develop. It requires a coordinated efforts by different actors in organization in making sure that the activities and integration process meets the conditions for an effective application. In order to put together the various moving parts of an innovation integration, the organization also needs to evaluate its structure in order to ensure that the activities e

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Lazarenko, Yuliia Oleksandrivna, Olga Ivanivna Garafonova, Sergiy Mykolaiovych Sobol, and Anna Ihorivna Zaitseva. "IDENTIFICATION OF THE INTERNAL FACTORS INFLUENCING AN ORGANIZATION’S ABILITY TO IMPLEMENT OPEN INNOVATION." SCIENTIFIC BULLETIN OF POLISSIA, no. 4(16) (2018): 57–64. http://dx.doi.org/10.25140/2410-9576-2018-4(16)-57-64.

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Urgency of the research. In today’s dynamic economic environment organizations are not able to innovate efficiently alone and being forced to revise their innovation strategies. In this context, open innovation is considered as a more effective approach to managing innovation processes that can provide external competencies and competitive advantages for companies operating in a modern marketplace. Target setting. Empirical studies demonstrate a wide variety of firm-level factors influencing an organization’s ability to implement open innovation model, however the relationships among these fac

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Junaidi, Roni, Kasful Anwar, and Kemas Imron Rosadi. "Organizational Culture Management In Building Educational Innovation of Private Madrasah Aliyah In Riau Province." International Journal of Education, Language, and Social Science 3, no. 1 (2025): 38–52. https://doi.org/10.62612/ijelass.v3i1.59.

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This study explores the concept and management of organizational culture in fostering innovation within Private Islamic Senior High Schools in Riau Province, Indonesia. Employing a qualitative descriptive approach, data were collected through observations, interviews, and document analysis, supported by relevant reference instruments. The findings reveal two key insights. First, the strength of an organizational concept extends beyond its formal structure to include its responsiveness to both internal and external demands. In the context of Private Islamic Senior High Schools in Riau, this is

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Fietz, Bernhard, Julia Hillmann, and Edeltraud Guenther. "Cultural Effects on Organizational Resilience: Evidence from the NAFTA Region." Schmalenbach Journal of Business Research 73, no. 1 (2021): 5–46. http://dx.doi.org/10.1007/s41471-021-00106-8.

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AbstractThe purpose of this paper is to investigate the influence of national culture on organizational resilience, the effects of which are analyzed for companies from the North American Free Trade Agreement (NAFTA) region. This paper utilizes an etic approach to study this relationship and has an empirical design with a sample of N = 464. The direct effect of national culture on organizational resilience is investigated. To measure national culture, this paper relies on the dimensions of Hofstede. A multiple regression analysis is applied to answer the hypotheses. Results show that the dimen

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Rachmaliya, Nyayu Siti, and Hady Efendy. "Analysis of Employee Performance, Organization Culture, Work Satisfaction and Organization Commitment." Human Resource Research 1, no. 1 (2017): 41. http://dx.doi.org/10.5296/hrr.v1i1.11740.

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The purpose of this study is to analyze the innovation of an organization’s management, strategic factors that support organizational management, efforts made, relationships with human resource development and application to human resource development. This research is a qualitative research with content analysis method. The data source in this research are document of five international articles, data collection, data analysis up to the presentation of data adopting Huberman and Milles model. Level of management maturity, organizational culture concepts and organizational performance and Info

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Najib, Mukhamad, Abdul Aziz Abdul Rahman, Abror Abror, et al. "Leaders’ Support of Sustainable Innovation and Business Sustainability in Developing Countries: Evidence from Small and Medium Food Processing Enterprises." Sustainability 13, no. 23 (2021): 13091. http://dx.doi.org/10.3390/su132313091.

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Business sustainability has become obligatory in small and medium enterprises (SMEs). To remain competitive and survive in the market, sustainable innovation is the key. However, SMEs, especially in food processing in emerging markets, still lack resources to become more innovative. The objective of the article is to analyze factors affecting sustainable innovation in food processing SMEs and their impact on business sustainability. Cross-sectional quantitative research builds on a sample of 157 owners of food processing SMEs in Indonesia. The results show that organizational sustainable innov

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Água, Pedro B., and Anacleto Correia. "Innovation governance in practice: A business policy approach." Corporate Board role duties and composition 16, no. 2 (2020): 54–64. http://dx.doi.org/10.22495/cbv16i2art5.

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Innovation is a key driver for any organization’s competitiveness and sustainability. Even in the public sector, a lack of innovation may affect organizations in many different ways, ranging from lost opportunities for more efficient and innovative processes to staff morale decrease; staff that embeds organizational knowledge, values and culture. Innovation can provide new ways of doing things; strengthening competitive advantages or providing more competitive products and services. Innovative organizations also make jobs more fulfilling, and ultimately making the world a better place. Board d

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Dobni, C. Brooke, Mark Klassen, and W. Thomas Nelson. "Innovation strategy in the US: top executives offer their views." Journal of Business Strategy 36, no. 1 (2015): 3–13. http://dx.doi.org/10.1108/jbs-12-2013-0115.

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Purpose – The USA is the world’s largest economy, but is it a leading innovation nation? As economies mature and slow in growth, innovation will prove to be a key driver in maintaining transient advantage. This article presents a pulse on innovation in the USA as F1000 C-suite executives weigh in on their organization’s innovation health. It also compares the US score with proxy benchmark measures in other countries, and provides operational and strategic considerations to advance innovation platforms in US organizations. Managers will gain insight into common hurdles faced by some of America’

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Nduati, Peterson Munyua, Paul Kariuki, and Peter Wanjohi. "Factors Influencing the Implementation of Strategic Plans in Small Manufacturing Firms in Nairobi County." Journal of Strategic Management 6, no. 1 (2022): 78–90. http://dx.doi.org/10.53819/81018102t2045.

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An organization’s ability to implement its strategy successfully is a result of its ability to overcome obstacles leading to poor strategy implementation. However, a myriad of factors can potentially affect the process by which strategic plans are turned into organizational action. This study sough to determine the factors influencing the implementation of strategic plans in small manufacturing firms in Nairobi County. Specifically, the study examined the effect of strategic innovation, strategic leadership and organizational culture on implementation of strategic plans in small manufacturing

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Pedreño-Santos, Ana, and Carmen Abril. "Landing sustainable innovation values in business management." European Public & Social Innovation Review 10 (January 24, 2025): 1–18. https://doi.org/10.31637/epsir-2025-1166.

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Introduction: Values define the organizational culture, identity, and other essential attributes of the company. Hence the importance of their definition, which must be assumed by all parties involved, and if possible be aligned with them. This is especially relevant in companies seeking sustainability-oriented innovation. Methodology: In this work, we analysed 234 studies focused on sustainability-oriented innovation, in order to learn about the values that govern these types of organizations and how they are put into practice. In the research conducted, we found four types of values that inf

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Adam, Adam, and Muljanto Siladjaja. "Organizational Culture Transformation and Its Impact on Performance in the Digital Era." Dinasti International Journal of Management Science 6, no. 5 (2025): 1269–75. https://doi.org/10.38035/dijms.v6i5.4575.

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Organizational culture transformation has become an urgent need in the digital era, marked by rapid technological advancements and changing work patterns. This article discusses how organizational culture transformation impacts employee performance and the overall organization. The research is conducted through literature review and empirical analysis, revealing that adopting digital cultural values, such as collaboration, innovation, and flexibility, plays a crucial role in enhancing productivity and organizational competitiveness. Additionally, this transformation requires leadership commitm

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Alassaf, Deemah, Marina Dabić, Dara Shifrer, and Tugrul Daim. "The impact of open-border organization culture and employees’ knowledge, attitudes, and rewards with regards to open innovation: an empirical study." Journal of Knowledge Management 24, no. 9 (2020): 2273–97. http://dx.doi.org/10.1108/jkm-02-2020-0122.

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Purpose The purpose of this paper is to fill a significant research gap in academic literature pertaining to open innovation (OI). To do so, this paper empirically tests the impact of organizational culture, employees’ knowledge, attitudes and rewards as antecedents and mediators of OI adoption in organizations, facilitating a more thorough understanding by using an empirical multi-level approach. Design/methodology/approach This paper analyzes the results of the “Identification of Industrial Needs for Open Innovation Education in Europe” survey through a quantitative analysis using logistic r

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Zapata Cantu, Laura E., and Carlota Eugenia Mondragon. "Knowledge management in Mexican NPOs: a comparative study in organizations with a local and national presence." Journal of Knowledge Management 20, no. 1 (2016): 69–87. http://dx.doi.org/10.1108/jkm-12-2014-0494.

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Purpose – The purpose of this paper is to identify those organizational and personal elements that enable not-for-profit organizations (NPOs) to generate and transfer knowledge. NPOs are under pressure to use their financial and human resources efficiently, and to improve their activities and services constantly. Knowledge management as a strategy would ensure NPOs’ sustainability and rapid adaptation to dynamic environments. Design/methodology/approach – A qualitative study based on interviews, documents and questionnaires was conducted in 28 Mexican NPOs. Findings – Three main findings were

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Muff, Katrin. "Learning from Positive Impact Organizations: A Framework for Strategic Innovation." Sustainability 13, no. 16 (2021): 8891. http://dx.doi.org/10.3390/su13168891.

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In view of the significant global challenges, this article analyzes and suggests pragmatic solutions for organizations to transform from sustainability risk management to creating a positive impact. Positive impact is defined by products and services that are created with the purpose of solving societal problems. It reflects the shift from reducing an organization’s negative footprint to achieving a significant net positive impact on society and the planet. This article shows that such a mindset shift is observed on the level of the leadership and the organization. This explorative, case-based

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Sen, Leyla, and Eda Çalışkan. "Perceived Overqualification and Innovative Work Behavior: The Effects of Work Engagement and Organizational Support." International Journal of Behavior Studies in Organizations 12 (October 2024): 32–44. http://dx.doi.org/10.32038/jbso.2024.12.03.

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Strategic Human Resource Management (HRM) focuses on selecting employees who fit the organization’s culture while enhancing its competitive advantage. However, effective HRM extends beyond role alignment; it emphasizes continuous learning, career development, and nurturing employee motivation and commitment. This study explores how work engagement mediates and organizational support moderates the relationship between the overqualification of workers and innovative work behavior. Data were collected through online surveys. A total of 416 white collar-employees participated. The findings indicat

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Hansini Pramudika, Mayura Madhava Dharmadasa, and M. M. Tajan Fernando. "Impact of organizational culture on employees’ commitment: A study in the Sri Lankan state banking sector." International Journal of Science and Technology Research Archive 5, no. 1 (2023): 022–34. http://dx.doi.org/10.53771/ijstra.2023.5.1.0068.

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The goal of this study is to investigate the impact of organizational culture on employee commitment in the Sri Lankan banking sector. As the antecedents that denote the organizational culture; organizational control, employee engagement and teamwork, innovativeness, and organizational values are selected while employee commitment is selected as the dependent variable. In a competitive environment that belongs to the service-providing nature of a bank, the employee’s role is significantly contributing to the organization’s performance level. Moreover, enhancing employee commitment has become a

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Rahman, H. M. Mahfuzur, Chinnasamy Agamudai Nambi Malarvizhi, and Nasreen Khan. "Employee loyalty in Malaysian organizations: A quantitative approach to assessing its role in sustainable economic growth." Journal of Infrastructure, Policy and Development 9, no. 1 (2025): 10793. https://doi.org/10.24294/jipd10793.

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Employees’ loyalty is essential for improving the organization’s performance, thus aiding sustainable economic growth. The study examines the relationship between employee loyalty, organizational performance, and economic sustainability in Malaysian organizations. The results indicate a robust positive correlation between organizational performance and employee loyalty, suggesting loyalty drives productivity, profitability, and operational efficiency. Additionally, the study highlights organizational performance as a mediator that connects loyalty to aggregate-level economic consequences, such

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Irwan, Dino Permana, and Femmy Sofie Schouten. "The Role of Innovation Management on Maintaining a Competitive Edge." Journal of Academic Science 2, no. 1 (2025): 300–307. https://doi.org/10.59613/xqpxqf12.

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Innovation management is a critical factor in maintaining a competitive edge in today’s rapidly evolving business environment. This study explores how effective innovation management contributes to an organization’s ability to sustain its market position and adapt to changing conditions. Employing a mixed-methods approach, the research integrates quantitative data from a survey of 150 managers across multiple industries and qualitative insights from in-depth interviews with senior executives. The findings indicate that organizations prioritizing innovation management achieve superior performan

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BOCHAROVA, N., and I. YAROVYI. "THE IMPORTANCE OF HUMAN RESOURCES IN A MULTICULTURAL ORGANIZATIONAL CONTEXT: ANALYSIS, CHALLENGES AND PERSPECTIVES." Economics of the transport complex, no. 43 (March 25, 2024): 31. http://dx.doi.org/10.30977/etk.2225-2304.2024.43.31.

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The contemporary business world is characterized by rapid changes, globalization, and digital transformation, demanding adaptability and an innovative approach to resource management from organizations. Among these, human resources stand out as a key asset that determines an organization’s ability to develop, compete, and achieve sustainable success. This academic paper profoundly analyzes the significance of human resources in the modern organizational context, emphasizing their strategic importance and impact on achieving organizational goals. The paper reveals the concept of human resources

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Yu, Hong Tao, and Lin Shen Wang. "Reflection on the Transformation of Implicit Knowledge in Design Project Management." Applied Mechanics and Materials 174-177 (May 2012): 2881–84. http://dx.doi.org/10.4028/www.scientific.net/amm.174-177.2881.

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Design project management(DPM) takes knowledge as its capital, knowledge innovation as its productive means and the specific design project as its object so as to obtain its capability of the organization’s survival and development. But during the operation, the obtained innovation knowledge will hide in the brains of the project members to get implicit, which makes it difficult for all the members to share it together and for the organization to bring about significant results. This paper aims at introducing the knowledge management theory into design project management in order to systematic

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Shalomova, Anna. "Utilizing social network analysis methodology to assess innovative leadership in it organization." Scientific Papers NaUKMA. Economics 9, no. 1 (2024): 105–10. http://dx.doi.org/10.18523/2519-4739.2024.9.1.105-110.

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Social networking technology is a new and promising view of IT organization management, allowing for a deeper understanding of the organization’s internal relationships, structure, and social dynamics. This article examines modern approaches and prospects for developing social networking technologies in managing an IT organization based on innovative leadership. The article’s primary purpose is to study modern approaches and prospects for developing social networking technologies as applied tools in IT organization management based on innovative leadership. The article is a theoretical researc

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Kukushkin, S. N. "Evolution of the Organization Model in Socio-Economic Formations." Vestnik of the Plekhanov Russian University of Economics, no. 4 (July 29, 2018): 3–18. http://dx.doi.org/10.21686/2413-2829-2018-4-3-18.

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Social changes, transformation of human activity from labour to creative work, alteration of material conditions and use of new production factors are bound to cause changes in the organization itself. In the article the author tries to show how the organization could change in the future. The author depicts how the organization changed under the influence of its activity development and under the impact of the external environment. Organization models in industrial, post-industrial and information society are described. Some of these models are designed by the author himself. The organization

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Erfanian, Lida, Mohsen Ghadami, Neda soleimani, Aliakbar Farhangi, and Ataollah Abtahi. "The Role of Knowledge Absorption in Innovation, Resilience, and Agility of Organizational Units in the Islamic Republic of Iran Broadcasting: A Qualitative Study." Journal of Technology in Entrepreneurship and Strategic Management 3, no. 5 (2024): 171–87. https://doi.org/10.61838/kman.jtesm.3.5.10.

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This study aims to investigate the role of knowledge absorption in fostering innovation, organizational resilience, and agility in the Islamic Republic of Iran Broadcasting (IRIB) through a qualitative approach. The research employed a qualitative exploratory design, utilizing semi-structured interviews to collect data. The participants included 26 managers and senior experts from IRIB in Tehran, selected using purposive sampling until theoretical saturation was achieved. Data were analyzed using qualitative content analysis and NVivo software, focusing on identifying themes and subthemes rela

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H. James, Harrington, and Voehl Frank. "Cultural Change Management." International Journal of Innovation Science 7, no. 1 (2015): 55–74. http://dx.doi.org/10.1260/1757-2223.7.1.55.

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A lot of brilliant work has been done to develop methodologies and approaches to apply change management concepts to managing the development and implementation of projects and programs. This has resulted in major improvements in success rates, delays, and the total effectiveness of these projects and programs. Unfortunately, these endeavors have not resulted in the desired improvement in the organization’s ability to endure the constant change activities that the environment, technology, customer, and international competition have placed upon the organization. This technical paper presents a

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Khan Khalil Akhtar Khan, Sajid Iqbal Badshah, Dr. Haji Rahman *, and Dr. Asad Amjad. "The Role of Agile Project Management in Driving Innovation: Exploring the Impact of Knowledge Management and the Moderating Effect of Organizational Culture." Social Science Review Archives 3, no. 3 (2025): 32–46. https://doi.org/10.70670/sra.v3i3.837.

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Innovation performance is a vital determinant of organizational competitiveness, particularly in environments marked by rapid technological change and uncertainty. This study examines how knowledge management (KM) influences innovation performance, with agile project management (APM) acting as a mediator and organizational culture (OC) serving as a moderator. Drawing on dynamic capability’s theory, the research proposes an integrative framework in which innovation emerges from the interplay between knowledge processes, agile execution, and supportive cultural contexts. A quantitative, cross-se

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Nemashkalo, Karina, Vadim Ostrikov, and Oleksandr Maliuk. "Management of organizational transformations in the process of enterprise development." Actual problems of innovative economy and law 2024, no. 4 (2024): 6–11. http://dx.doi.org/10.36887/2524-0455-2024-4-1.

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The article explores the critical aspects of transformation processes in the contemporary business environment and the role of leadership in their successful implementation. Enterprises operating in rapidly changing market environments often need organizational transformations to adapt to new conditions and ensure competitive development. The article examines the main stages and aspects of managing organizational transformations, including analyzing the organization’s needs and opportunities, developing change strategies, and planning and implementing new initiatives. The importance of strateg

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Cahyadi, Afriyadi, Taufiq Marwa, Tertiarto Wahyudi, et al. "Exploring the Mediating Role of Innovation in the Nexus Between National Culture and Sustainable Competitiveness." Administrative Sciences 14, no. 12 (2024): 310. http://dx.doi.org/10.3390/admsci14120310.

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This study examines the relationship between national culture, innovation, and sustainable competitiveness, addressing a critical gap in empirical research. This study engages in a rigorous investigation of the interconnections among national culture, innovation, and sustainable competitiveness, effectively addressing a significant void in the existing empirical literature. It offers a detailed and systematic analysis of the interrelationships among the three variables within the purview of an international economic framework. After conducting a comprehensive evaluation of data completeness an

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Zheregelya, A. V. "Management of business processes of the organization in the context of digital transformation." UPRAVLENIE / MANAGEMENT (Russia) 11, no. 1 (2023): 105–12. http://dx.doi.org/10.26425/2309-3633-2023-11-1-105-112.

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The article is devoted to the analysis of the modern organizations’ digital transformation trend and its constituent factors. The organizational changes of Russian companies that use a digital tool for intermittent organizational and economic processes in order to increase the effectiveness of their activities and management efficiency are considered in most detail. The author notes the versatility of the digital transformation process of a modern organization in the context of organizational change aspects determined by digital technologies as a tool for innovation. The article is based on th

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Gardiner, Rita A. "Taste and Organization Studies." Organization Studies 40, no. 10 (2019): 1543–55. http://dx.doi.org/10.1177/0170840619862848.

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Using the example of the British fish and chip shop, I explore the socio-historical connections among culture, taste and organizations. Specifically, the British ‘chippie’ illustrates how cultural tastes affect our comprehension of organizations. In examining this occupation in depth, we see how the fish and chip shop reveals the ways class and cultural prejudices affect how an organization is perceived. Considering an organization’s history offers us a glimpse into how organizational tastes are shaped by broader social processes. Additionally, I explore taste and organizations through diverse

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Mburu, Lucas Ngigi. "Examining how Employee Characteristics, Workplace Conditions and Management Practices all combine to Support Creativity, Efficiency and Effectiveness." International Journal of Business Management, Entrepreneurship and Innovation 2, no. 1 (2020): 52–64. http://dx.doi.org/10.35942/jbmed.v2i1.102.

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Many organizations in the 21st century are facing rapid change in business environment, technology, economic shocks and other emerging issues like globalization. Traditional approaches to management in regards to people, process and tasks are no longer sufficient in guaranteeing efficient, effective and productive operations in most organizations and as such, adaptable leadership is required. From the perspective of organization’s desire to understand and meet their employee’s physical, emotional and psychological needs, consideration for personality differences and workplace conditions is des

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Tsekouropoulos, Georgios, Anastasia Vasileiou, Greta Hoxha, Dimitrios Theocharis, Efthimia Theodoridou, and Theodosios Grigoriadis. "Leadership 4.0: Navigating the Challenges of the Digital Transformation in Healthcare and Beyond." Administrative Sciences 15, no. 6 (2025): 194. https://doi.org/10.3390/admsci15060194.

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The Fourth Industrial Revolution (4IR), characterized by the integration of advanced digital technologies, is transforming industries globally and significantly impacting leadership practices, particularly in the healthcare sector. As organizations adapt to this digital evolution, the demand for effective leadership becomes increasingly critical. This paper explores Leadership 4.0, a framework that identifies the skills and competencies required for successful leadership in the digital age. The study employs a mixed-methods approach, combining a Systematic Literature Review (SLR) with qualitat

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Manalo, Hernani D., Ma Riza T. Manalo, and El Jireh P. Bibangco. "Cultivating Innovative Work Behavior: Insights from HRM Practices Integration." European Journal of Sustainable Development 13, no. 4 (2024): 411. http://dx.doi.org/10.14207/ejsd.2024.v13n4p411.

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Innovative Work Behavior (IWB) has a prominent space in various literature, but what cultivates it remains inconsistent and fragmented. This study posits that controlled Human Resource (HR) practices can foster Innovative Work Behavior (IWB). It used Reflective Thematic Analysis (RTA) to examine from the lens of Perceived Organizational Support (POS) and Learning Culture (LC) theories based on the insights of 10 expert-respondents across 8 industries. The findings revealed that the organization’s support and the synergy of HR practices such as Diversity Management (DM), Work Life Balance (WLB)

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Figueiredo, Ronnie. "Spinner Innovation: Integrated Model for the Development and Prediction of Innovation." Studies in Business and Economics 20, no. 1 (2025): 43–57. https://doi.org/10.2478/sbe-2025-0003.

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Abstract Innovation stands as a pivotal process for small and medium-sized enterprises (SMEs) committed to investing resources into pioneering and impactful solutions, thereby enhancing their competitive edge both domestically and internationally. Nonetheless, many SMEs overlook the true potential for innovation within their own operations and how they can effectively navigate the innovation landscape when deciding to allocate resources to it. Innovation is essential for SMEs to thrive in competitive markets, adapt to change, and achieve sustainable growth. By fostering a culture of innovation

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