Theories for leadership in innovation and creativity Innovation leadership comes from both Leader-Member Exchange Theory and the Path-Goal theory. Certain elements within an organization are also needed in order for innovation leadership to occur and be successful. It has been found through research that organizational culture is one of the important factors for innovation. Similarly it is agreed fact that innovative steps would fail without a supportive environment. A supportive organization encourages creativity, autonomy, resources, and pressures in its employees.
It is also highly important to integrate inside-out and outside-in practices. The practices help the organisation develop the value chain innovations and turn the social restrictions to be its competitive tools for enhancing both social and economic values. Therefore, it is recommended for the company to consider and integrate inside-out and outside-in perspectives into their strategic CSR implementation (Porter & Kramer, 2006). The last step is creating a social dimension to the value proposition. It is very important to the firm’s strategy to be distinct, in term of value proposition, so that it can propose the unique positioning to meet and match with its target consumers.
Introduction According to Schein (1992), organization culture is becoming very significant nowadays compared with the past because it will affect the overall performance of an organization. By understanding the organization culture, it enables managers to analyze the organization behavior in order to lead and monitor (Ojo, 2010). Organizational culture is the system of sharing the common actions, values and beliefs that develops within an organization despite the characteristic of the members are different and it will guides the behavior of its members (Schermerhorn et al., 2011, p 366). It acts as glue that holds the overall organization together with the common practices (Tichy, 1982). Pettigrew (1979) argued that style of an organization in conducting a business is mostly depends on the different level of culture based on the multifaceted set of beliefs, values and assumptions.
Bratton and Gold (2007) defines HRM as ‘a strategic approach to managing employment relations which emphasis that leveraging people’s capabilities is critical to achieving sustainable competitive advantage, this being achieved through a distinctive set of integrated employment policies, programmes and practices’. Function of human resource management. • Managing the labor force as property, that is required to develop the organization. • Aligning and developing the HR policies, according to the corporate strategies and other business management policies. • Developing the skills of the employees through adequate training and by providing the necessary resources required to develop their knowledge pertaining to their job.
personality traits on knowledge sharing (Matzler et al., 2008) although personality traits represent robust predictors of workplace behaviors (Barrick & Mount, 1991). Companies that can identify and predict which individuals will be more likely to share their knowledge with other team members in global collaboration will be able to leverage their capabilities and performance (Hansen & Nohria, 2004). The challenge remains in anticipating, whether or not knowledge employees in global teams are keen to share their knowledge with others or not. Therefore, this paper represents an attempt to fill this gap, providing empirical evidence for the influence of specific personality
Innovation is most likely to be adopted and assimilated if it is initiated or supported by the CEO or top management (Meyer, 1988). The success of innovation lies in the management’s support for innovation (Marshall & Vrendenburg, 1992). The theory of transformational leadership supports the notion that a leader’s characteristics are one of the determinants of innovation (Conger, 1987). As evident from these different fields of research, the kind of leadership practiced in an organization does have a significant impact on the level of innovation in an organization. The main question now is the direction, intensity and significance of this impact.
2.0) Literature Review 2.1) Introduction Today scientists strongly emphasize that the main source of successful activity on the market is innovation. Innovativeness is most determinant market advantages (Hilmi, 2008). For success the firm should produce not only products, which would cost less than the products of competing firms, but also - products that would differ more innovation performance (Urbancová, 2013). Hult et al. (2004) also confirms that innovativeness is critical factors for firms competition (Hult et al., 2004).
Culture incorporates the association's values, standards, vision, frameworks, images, dialect, presumptions, convictions, and propensities. Organizational culture performs roles, for example, it advances implicit rules, gives self-approval, gives chance to set the guidelines of execution and it aides and controls the employees. Culture coordinates representative conduct towards objective accomplishment and it makes individuals advancement arranged alongside creating an uplifting disposition in them. Cultures change, in light of outside and inside changes. Thus, attempting to survey organizational culture is entangled however it additionally opens the likelihood that society change can be overseen as a constant process instead of through huge shifts (frequently because of crisis).
Communication is a two way process, by definition, and in the case of innovative communication recommends drawing up and sharing relevant content on the one hand and the feedback / reaction from the other side. Because the information is through the interaction enriches, enhances, and she gives meaning and value in different contexts. To be able to exist and develop, innovation requires open dialogue, informal forms of communication and a variety of external pulses. The communication strategy of innovation in organizations is conducted on two levels: the internal level where there are workers who need to be adequately informed about innovation as a strategic objective of the company, and that they are expected to actively participate in the creation of innovation. On the other, the outer level of the organization, there are different interest groups and the public that the company needs to present its innovative orientation, at the same time including them in the very process of innovation.
2006, pp.709–732 ). There is the relationship between organizational structure and culture would be highly beneficial, since both of them determine the behavior of organization members. However they do it in different ways. Organizational culture is an important factor of organizational behavior, as it directs the way people behave in an organization by operating from within, values, norms, and attitudes according to which organization members guide themselves in everyday actions in the organization. On the other hand, organizational structure is an important factor which influences people’s behavior from the outside, through formal limitations set by division of labor, authority distribution, grouping of units, and coordination.