Unraveling the Determinants and Consequences of an Innovation-Supportive Organizational Culture

The current research identifies constructs that are supportive of an innovative culture in small to medium-sized enterprises. A sample of 429 employees in 23 small to medium-sized manufacturing firms was used to identify constructs associated with an innovative culture. Supervisory support and reward system support are both positively related to an innovative culture. Perceived work overload is negatively related. Companies with cultures supportive of innovation tend to be smaller, have fewer formalized human resource practices, and less munificent resources. There is no direct relationship between an innovative culture and firm performance; however, when the competitive environment is changing rapidly firm earnings are enhanced by an innovative culture.

[1]  H. Klein,et al.  A Field Study of the Influence of Situational Constraints Leader-Member Exchange, and Goal Commitment on Performance , 1998 .

[2]  G. Hofstede.  Identifying Organizational Subcultures: An Empirical Approach , 1998 .

[3]  Elizabeth Wolfe Morrison,et al.  Organizational citizenship behavior as a critical link between HRM practices and service quality , 1996 .

[4]  P. Anderson,et al.  Generational Technological Change: Effects of Innovation and Local Rivalry on Performance , 1996 .

[5]  Teresa M. Amabile,et al.  Assessing the Work Environment for Creativity , 1996 .

[6]  Theresa M. Welbourne,et al.  Predicting the Performance of Initial Public Offerings: Should Human Resource Management be in the Equation? , 1996 .

[7]  Gregory G. Dess,et al.  Clarifying the Entrepreneurial Orientation Construct and Linking It To Performance , 1996 .

[8]  S. Zahra,et al.  Contextual influences on the corporate entrepreneurship-performance relationship: A longitudinal analysis , 1995 .

[9]  J. Dean,et al.  MANAGEMENT THEORY AND TOTAL QUALITY: IMPROVING RESEARCH AND PRACTICE THROUGH THEORY DEVELOPMENT , 1994 .

[10]  Carol Reeves,et al.  DEFINING QUALITY: ALTERNATIVES AND IMPLICATIONS , 1994 .

[11]  Camille Carrier,et al.  Intrapreneurship in Large Firms and SMEs: A Comparative Study , 1994 .

[12]  Shaker A. Zahra,et al.  New Product Innovation in Established Companies: Associations with Industry and Strategy Variables , 1994 .

[13]  Steven H. Hanks,et al.  Measuring the performance of emerging businesses: A validation study , 1993 .

[14]  Gaylen N. Chandler.  Reward perceptions and the performance of emerging technology dependent and non-technology dependent manufacturing firms , 1993 .

[15]  S. Snell,et al.  Integrated Manufacturing and Human Resource Management: A Human Capital Perspective , 1992 .

[16]  D. Slevin,et al.  A Conceptual Model of Entrepreneurship as Firm Behavior , 1991 .

[17]  F. Damanpour.  Organizational Innovation: A Meta-Analysis Of Effects Of Determinants and Moderators , 1991 .

[18]  S. Zahra.  Predictors and Financial Outcomes of Corporate Entrepreneurship: An Exploratory Study , 1991 .

[19]  D. Slevin,et al.  Strategic management of small firms in hostile and benign environments , 1989 .

[20]  J. Barney,et al.  Organizational Culture: Can It Be a Source of Sustained Competitive Advantage? , 1986 .

[21]  Mark S. Granovetter.  Economic Action and Social Structure: The Problem of Embeddedness , 1985, American Journal of Sociology.

[22]  Kathryn Rudie Harrigan,et al.  Research Methodologies for Contingency Approaches to Business Strategy , 1983 .

[23]  Collin J. Watson,et al.  Approaches for the Interpretation of Multiple Discriminant Analysis in Organizational Research , 1982 .

[24]  K. E. Southwood.  Substantive Theory and Statistical Interaction: Five Models , 1978, American Journal of Sociology.

[25]  D. Campbell,et al.  Convergent and discriminant validation by the multitrait-multimethod matrix. , 1959, Psychological bulletin.