Organizational Innovation Theory

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Concepts like leadership, organizational culture and organizational innovation have been the focus of extensive research in the field of management sciences (Argyris, 1955; Likert 1961; Stogdill, 1963; House, 1971; Vroom & Yetton, 1974; Burns, 1978; Siegel & Kaemmerer, 1978; Miles & Snow, 1978; Ouchi, 1981; Bass, 1985; Schein, 1985; Quinn, 1988; Kotter, 1992; Brown, 1992; Scott & Bruce, 1994; Fiedler, 1996, Amabile, 1998, Hofstede, 1998). Organizational culture and leadership emerged as important topics in the field of organizational behavior and development during the second half of last century. Various studies focused on exploring the relationship between leadership and employee’s creativity, and its influence on organizational
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According to Kanter (as cited in McLean, 2005) organizations with a high innovation orientation need to have integrative structures, emphasis on diversity, multiple external and internal structural linkages, interesting territories, pride and faith in employee’s talent, collaboration, and teamwork. Whereas, according to Kanter, emphasis on control of actions, decisions, information, hierarchy, and lack of support from the top impede innovation. Angle (as cited in McLean, 2005) found intrinsic motivation as an important precursor to innovation than extrinsic motivation. Angle also discussed the importance of the flow of information in the context of innovation in organizations. Telsuk, Farr and Klein (as cited in McLean, 2005) argued that Goal emphasis, mean emphasis, reward orientation, task support and socio-emotional support is the necessary requirement to foster creativity in…show more content…
This study may help in identifying the leadership style being practiced in healthcare organizations and prevailing culture in these organizations, and consequently determining the influence of both in fostering an innovative culture in those organizations. In modern era innovation is considered to be a source of competitive edge and imminent for efficient utilization of resources. Furthermore, it is expected that this study may help in revealing the significance of the role the leaders (Directors, Medical Superintendents, and Head of Departments) can play in the development of a culture that may fosters innovation and creativity.
Healthcare organizations are served by highly qualified professionals like physicians, surgeons and technical staff; therefore, as suggested by Keller (1992), professional employees need beyond conventional leadership in the organization (like healthcare sector) where vigilance and quality is of supreme importance. Moreover, the creation of innovative culture is imperative for healthcare organization in order to introduce new services and procedures which may result into greater Value for Money (i.e. Efficiency, Economy and
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