A theory of multi-dimensional organizational innovation cultures and innovation performance in transitional economies: The role of team cohesion. Issue 3 (1st August 2016)

• Record Type: Journal Article
• Authors: Xie, Xuemei; Wu, Yonghui; Zeng, Saixing
• Is Part Of: Chinese management studies. Volume 10:Issue 3(2016)
• Page Start: 458
• Page End: 479
• Publication Date: 2016-08-01
• Subjects: Innovation performance -- Transitional economies -- Team cohesion -- Organizational innovation cultures; Industrial management -- China -- Periodicals; 658.400951
• DOI: 10.1108/CMS-01-2016-0023
• Languages: English
• ISSNs: 1750-614X

Abstract

Abstract : Purpose: This study aims to construct a theory of multi-dimensional organizational innovation cultures and innovation performance in transitional economies and explore the moderating effect of team cohesion on this theoretical relationship. Design/methodology/approach: Using data collected from 175 manufacturing firms in transitional economies, this study constructs a new theory framework of multi-dimensional organizational innovation cultures (knowledge sharing, organizational innovation atmosphere, team decision-making and organizational change) and firms' innovation performance and also explores the moderating effect of team cohesion on this theoretical relationship. Findings: The findings show that there are positive relationships between knowledge sharing, organizational innovation atmosphere, team decision-making, organizational change and innovation performance of firms. Furthermore, team cohesion plays a positive moderating role in this relationship. Practical implications: It extends the general understanding of multi-dimensional organizational cultures management in the context of transition economies by exploring the differences between the Chinese and Vietnamese firms in terms of the impact of organizational innovation culture on innovation performance. Originality/value: This study constructs a new theory framework of multi-dimensional organizational innovation cultures along the four dimensions of knowledge sharing, organizational innovation atmosphere, team decision-making and organizational change. These factors together have rarely been examined before. Hence, the findings extend existing research on organizational cultures management. Moreover, a new idea for this study is that the authors consider team cohesion as a moderating variable between organizational innovation culture and innovation performance of firms, hence providing both theoretical discussion and empirical validation of the impact of team cohesion on this relationship. It thus extends existing research on the team theory.