Optimizing Small Enterprises Through OD, Values, and Innovation (original) (raw)
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Identification and Role of Organizational Culture in Small Enterprises
The increased awareness of the meaning of qualitative parameters and unmeasurable features of contemporary organizations caused that the role of organizational culture as essential force forming the potential and possibilities of functioning of contemporary enterprises is more and more often perceived as vital. This dimension of organization is also of great significance in small companies whose cultural environment is strongly determined by qualitative features of these entities. The formation of organizational culture allows realizing certain functions related to flexibility of functioning and ability to realize assigned organizational aims. Taking this into account, identification and evaluation of the role of organizational culture in small enterprises was set as the aim of this article. Empirical research conducted with the use of survey research method in 4 small enterprises on the sample of 4 owners and 26 employees of these entities were devoted to realize the aim of the work. Types of organizational cultures preferred by the respondents were identified in the research process, afterwards, organizational cultures of the researched companies were subject to identification. In further part the degree of realization of particular functions by organizational culture was analyzed. The author’s research tools inspired by classic theoretical considerations on organizational culture were used in the research.
food and housing whereas organizational culture is an important construct that affects both individual and organizational related process and outcomes. Organization culture is defined as area of knowledge concern with entire fundamental assumptions that a given group has invented while learning to solve problems of adaptation to the environment and internal integration. Innovation capability influence organizational performance in several ways. The analyzed the impact of organizational culture on innovation capability of SMEs using SMEs operating in Alimosho and Ojo Local government Area of Lagos State as case study. Data were sourced from primary sources using questionnaire as the instrument of data collection and the hypothesis was tested using non-parametric Spearman rho. It was discovered that there is a meaningful relationship between organizational culture and innovation capability of the SMEs, but the extent of these influences vary from the most effective (Clan culture) to the less effective (Hierarchy Culture). Therefore it was recommended that large companies take the best care of appropriate equipment at the workstations and make same available to work force and allow flexible employees' access.
Organizational culture in SMEs: An investigation of managers' vs employees' perceptions
The European Journal of Applied Economics, 2022
Purpose. This paper aims to assess the organizational culture exposed by small and medium-sized companies (SMEs). In other words, we examine the relationship between leadership styles, organizational culture and organizational performance. In order to investigate the role of organizational culture, it is fundamental to analyze the leadership styles in relation to the types of culture, to identify how these are related and well aligned so that they can help the SMEs to be more effective, favoring their innovativeness. Therefore, we like to address the issue of organizational alignment as well, which occurs when employees and leadership are on the same page regarding an organization's purposes and core values. Methodology. Based on a sample of 408 Macedonian managers and employees and using the organizational culture assessment instrument VOX, the key findings show that the dominant culture in Macedonian small and medium-sized businesses is Entrepreneurial Democracy and that all employees share similar perceptions about organizational culture. Contribution/Value. It contributes to the scientific body of knowledge in the context of organizational culture and alignment. The implications of this study will be especially important for the Macedonian SMEs managers and owners in order to gain access to important knowledge of its organizational culture or they need to make improvements to stimulate the innovativeness of their employees to participate in the improvement of company's performance on the one hand and satisfied employees on the other hand. It also provides the readers with an understanding of how to measure organizational culture and its alignment by introducing up-to-date scientific research in the same field.
How to Improve Innovativeness of Small and Medium Enterprises
Journal of Global Strategic Management, 2010
In current economic conditions, one of the primary aims of strategic management in organizations is to improve their performance. This is especially applicable for Small and medium sized enterprises (SMEs) which need continuous innovation in order to survive and further develop. In that frame is of crucial importance innovativeness of SMEs. Innovativeness of SMEs and their members is dependent upon synergic set of factors, whereas most fundamental and/or underlying are personal values of SMEs members. First step in the process of improving innovativeness of SMEs is therefore holistical understanding of innovativeness and/or preferences of SMEs members towards innovativeness. In that frame this contribution discusses two theses: 1) Personal values of SMEs members are fundamental in/for understanding innovative thinking, and 2) SMEs members' must innovate their values in order to retain/improve SMEs innovativeness. The paper presents a possible framework for innovating personal values of SMEs members in order to improve innovativeness of SMEs. Paper also lays and important ground work for further research of impact of personal values on SMEs members' innovativeness.
The Influence of organizational culture on innovation in technology SMEs
2018
I declare that this work has not been previously submitted and approved for the award of a degree by this, or any other university. To the best of my knowledge and belief, the thesis contains no material previously published or written by any other person except where due reference is made in the thesis itself. No part of this thesis may be reproduced without the permission of the author and Strathmore University.
2021
This study aims to examine the influence of innovation variables, organizational culture and entrepreneurial orientation on the performance of small and medium enterprises in Makassar City, Indonesia. The research method used in this research is a quantitative analytic approach with multiple regression analysis, F test, and t-test. The results of this study indicate that simultaneously the variables of innovation, organizational culture and entrepreneurial orientation influence the performance of Small and Medium Enterprises and partially the variables of innovation, organizational culture and entrepreneurial orientation affect the performance of Small and Medium Enterprises. So, it is suggested to small entrepreneurs in particular to maintain their abilities related to innovation and entrepreneurial orientation and to implement organizational culture in carrying out business activities to improve business performance.
Business plays a vital role in the life and culture of countries provides basic necessities such as food and housing whereas organizational culture is an important construct that affects both individual and organizational related process and outcomes. Organization culture is defined as area of knowledge concern with entire fundamental assumptions that a given group has invented while learning to solve problems of adaptation to the environment and internal integration. Innovation capability influence organizational performance in several ways. The analyzed the impact of organizational culture on innovation capability of SMEs using SMEs operating in Alimosho and Ojo Local government Area of Lagos State as case study. Data were sourced from primary sources using questionnaire as the instrument of data collection and the hypothesis was tested using non-parametric Spearman rho. It was discovered that there is a meaningful relationship between organizational culture and innovation capability of the SMEs, but the extent of these influences vary from the most effective (Clan culture) to the less effective (Hierarchy Culture). Therefore it was recommended that large companies take the best care of appropriate equipment at the workstations and make same available to work force and allow flexible employees' access.
The Organizational Culture as a Support of Innovation Processes' Management: A Case Study
2016
There is no doubt that the innovation behaviour is a key of the sustainable competitiveness because it makes the enterprises more flexible. The culture values supporting of innovation behaviour are really important aspect of the business development. The aim of this paper is the analysis of the organizational culture impact and potential within innovation processes in organization. The most important part is a partial research result presentation concerning state of innovation organizational culture in the Slovak medium sized enterprises from 2010 to 2014. A considerable reserve of the adequate background for encouragement of an employee's innovation behaviour was discovered. Therefore a general proposal of step by step methodology with point evaluation of an orientation rate of the organizational culture to the innovation was created during the formation of the adequate organizational culture. A case study of the level of an attribute in the three monitored enterprises endorsin...
This study investigates the links between organizational culture, the use of open innovation sources and the performance of SMEs. The main hypothesis of the study is that a special type of organizational culture (termed innovative culture), which fosters creativity, learning and inter-employee cooperation – will correspond with a greater scope of open innovation sources and higher levels of innovative, operational and financial performance. The study was based on a representative CATI survey of 473 SMEs operating in manufacturing and services industries in Poland. Our statistical analysis relied on building and testing structural equation model with the AMOS software. The findings confirmed a positive association between innovative culture and the scope of open sources of innovation. However, innovative culture had no direct effect on the percentage of sales from new and modified products, which is often used as a metric of innovativeness, but did show a positive influence on an index of operational performance and ROI. Such statistical patterns suggest that fostering innovative culture is beneficial to a company, though probably not through an increased number of product innovations, but rather via process, administrative and marketing innovations, as well as other gains in efficiency attained due to more streamlined employee cooperation and knowledge exchange. The study adds to the existing body of knowledge in management science by providing a better understanding of mechanisms underlying innovative culture's impacts on open innovation practices and metrics of operational and financial performance in the context of small and medium enterprises.
Organizational Innovation for Sme S a Model for Latvia
University of Latvia, 2020
Small and medium-sized enterprises (SMEs) can be a significant source of innovation in small economies. SMEs face challenges of limited capacity, personnel and resources for long-term investments. Additionally, they might not see and understand the benefits of innovation. Implementation of organizational innovation (OI) could give such enterprises an opportunity to improve competitiveness and develop other types of innovation. The purpose of this study is to develop a model, explaining OI through such factors as organizational culture (OC) and knowledge management (KM) in SMEs via an empirical study across various industries. Surveying 600 SMEs in Latvia, the authors explore the contribution of organizational factors-cooperation, trust, inclusive decision making, result orientation and long-term strategic planning, as well as knowledge management and organizational learning processes to OI performance. The authors propose a conceptual model in several steps, the current step focuses on Organizational Innovation Analysis through Regression Methods and on a final step a whole model for all kinds of Innovation outputs (not only organizational) will be designed through Structural Equation Modelling. After current analysis the influence of Human/Individual values over Organizational Innovation seems to be confirmed.