Unraveling the Determinants and Consequences of an Inn Ovation-Supportive Organizational Culture

By Chandler, Gaylen N.; Keller, Chalon et al. | Entrepreneurship: Theory and Practice, Fall 2000 | Go to article overview

Unraveling the Determinants and Consequences of an Inn Ovation-Supportive Organizational Culture


Chandler, Gaylen N., Keller, Chalon, Lyon, Douglas W., Entrepreneurship: Theory and Practice


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.

There is an abundance of literature that expounds on the importance of creativity and innovation to keep organizations healthy, viable, and competitive. A relatively smaller body of research focuses on the organizational characteristics that lead to innovation. For example, Woodman, Sawyer, and Griffin (1993) proposed that organizational culture, rewards, and resources are determinants of creative behavior in organizations. Similarly, Amabile, Conti, Coon, Lazenby, and Herron, (1996) found that the perceived work environment influences the level of creativity in organizations. Damanpour (1991), in a study of the antecedents of organizational innovation, found that managerial attitude toward change, and internal and external communication were positively related to innovation. Given the relevance of organizational culture to innovation, the managerial and human resource practices associated with an "innovation-supportive culture" become a subject of research interest. As Woodman et al. note, "we ... know litt le about how organizations can successfully promote and manage individual and organizational creativity" (1993, p. 316).

Although not explicitly stated, much of the existing literature assumes that it is important and desirable to foster creativity and innovation in all organizations (e.g., Lumpkin & Dess, 1996; Covin & Slevin, 1991; Zahra, 1993, 1994; Lawless & Anderson, 1996) and does not address the question of under which circumstances a culture supportive of innovation is associated with positive organizational-level outcomes. However, Chandler (1993) points out that some organizations perform better when key employees believe they are rewarded for being innovative, while other organizations perform better when key employees believe they are rewarded for conforming to the rules and not being very innovative.

The objective of this paper is not to examine the link between an "innovation-supportive culture" and innovation. That work has been done previously by the authors cited in the preceding paragraphs. Our objective is to address some of the "holes" in the literature and to seek to better understand the managerial practices and other factors associated with an innovation-supportive culture and to assess the "fit" between an organization's environment and its culture.

This study addresses these issues by examining the managerial and human resource practices that are associated with an organizational culture perceived to be supportive of innovation. Specifically, we examine three aspects of organizational culture that theory suggests are important for the development of an innovation-supportive culture and investigate the specific managerial and human resource practices that promote the development of those three aspects of culture. We then investigate the external environment of the firm, its impact on culture, and the "fit" between organizational culture and the environmental context. The current study is organized around five research questions:

(1) Are employee perceptions of supervisory support, perceptions of the extent to which organizational reward systems are supportive of innovation, and perceptions of workload pressures among employees associated with perceptions of support for innovation? …

The rest of this article is only available to active members of Questia

Sign up now for a free, 1-day trial and receive full access to:

  • Questia's entire collection
  • Automatic bibliography creation
  • More helpful research tools like notes, citations, and highlights
  • Ad-free environment

Already a member? Log in now.

Notes for this article

Add a new note
If you are trying to select text to create highlights or citations, remember that you must now click or tap on the first word, and then click or tap on the last word.
One moment ...
Default project is now your active project.
Project items

Items saved from this article

This article has been saved
Highlights (0)
Some of your highlights are legacy items.

Highlights saved before July 30, 2012 will not be displayed on their respective source pages.

You can easily re-create the highlights by opening the book page or article, selecting the text, and clicking “Highlight.”

Citations (0)
Some of your citations are legacy items.

Any citation created before July 30, 2012 will labeled as a “Cited page.” New citations will be saved as cited passages, pages or articles.

We also added the ability to view new citations from your projects or the book or article where you created them.

Notes (0)
Bookmarks (0)

You have no saved items from this article

Project items include:
  • Saved book/article
  • Highlights
  • Quotes/citations
  • Notes
  • Bookmarks
Notes
Cite this article

Cited article

Style
Citations are available only to our active members.
Sign up now to cite pages or passages in MLA, APA and Chicago citation styles.

(Einhorn, 1992, p. 25)

(Einhorn 25)

1

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Cited article

Unraveling the Determinants and Consequences of an Inn Ovation-Supportive Organizational Culture
Settings

Settings

Typeface
Text size Smaller Larger Reset View mode
Search within

Search within this article

Look up

Look up a word

  • Dictionary
  • Thesaurus
Please submit a word or phrase above.
Print this page

Print this page

Why can't I print more than one page at a time?

Full screen

matching results for page

Cited passage

Style
Citations are available only to our active members.
Sign up now to cite pages or passages in MLA, APA and Chicago citation styles.

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn, 1992, p. 25).

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences."1

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Cited passage

Welcome to the new Questia Reader

The Questia Reader has been updated to provide you with an even better online reading experience.  It is now 100% Responsive, which means you can read our books and articles on any sized device you wish.  All of your favorite tools like notes, highlights, and citations are still here, but the way you select text has been updated to be easier to use, especially on touchscreen devices.  Here's how:

1. Click or tap the first word you want to select.
2. Click or tap the last word you want to select.

OK, got it!

Thanks for trying Questia!

Please continue trying out our research tools, but please note, full functionality is available only to our active members.

Your work will be lost once you leave this Web page.

For full access in an ad-free environment, sign up now for a FREE, 1-day trial.

Already a member? Log in now.