Organizational Personality as a Moderating Variable of the Relationship between Organizational DNA and Innovative Performance (original) (raw)
Today, companies are trying to be competitive through their employees with continuous product and service innovations. Several factors affect the ability of individuals to innovate. Personality is one of them and has important implications for individual innovation behavior in the workplace. This study aims to explore the effect of personality characteristics on individual innovation behavior. Research hypotheses were drawn from the related literatures and tested through the data collected from hotel zed via Smart PLS program. The results reveal that openness to experience but no other personality dimensions is positively related to individual innovation behavior. The findings from this research provide the evidence regarding the link between personality and individual innovation behavior in the workplace.
Psychological capital, innovators’ DNA and innovative behaviour
SA Journal of Industrial Psychology
Orientation: This study was positioned within the field of positive psychology, specifically positive organisational behaviour scholarship (POBS).Research purpose: The aim of the research was to investigate the relationship between psychological capital (PsyCap), employees’ innovative thinking and their innovative behaviour.Motivation for the study: Psychological capital has been associated with many positive organisational behaviour outcomes, but relatively little previous research has addressed the relationship between PsyCap and innovation in South Africa. In a similar vein, there is much interest in the Innovator’s DNA model, but it too has received little research scrutiny. Combining these variables into a single model, provided an opportunity to address both these research gaps.Research approach/design and method: The research design was quantitative in nature. The model of innovative behaviour was tested on a sample of 485 employees from the travel and automotive industries i...
EBES Proceedings, Springer, 2022
Innovation in an organization is the outcome of creative ideas, as accomplishment of new products and services development, implementation of new programs that are highly dependent on new ideas generated by its organizational members. Organizational members show their creativity by not only proposing new ideas on products and services, but also with some manufacturing methods and administrative practices. Stimulation of employee creativity leads to the growing competitiveness of firms in the market. Psychological studies identified various types of personality traits that drive employee creativity in working environment. However, personality-employee creativity relationship must be enriched with an inclusion of other factors. The link between these two is worthy to be studied in working environments, where firm performance is highly determined by employee creativity. This research includes not only openness to experience and extraversion separately, but also the other personality traits. It provides a comprehensive insight into innovation and creativity of its organizational members. Moreover, both extrinsic and intrinsic motivation are included in investigation, in the context of Highperforming organizations in the Middle East. The results show that among the Big Five Traits, openness, conscientiousness, and extraversion are positively related to organizational Innovation and creativity, whereas neuroticism is negatively related to organizational Innovation and creativity.
Outstanding Employees Performance: Personality Traits, Innovation and Knowledge Management
Proceedings of the 54th Hawaii International Conference on System Sciences, 2021
This paper analyzes the relationship among outstanding employees' personality traits, innovation and performance. It stems from Motowidlo, Borman, & Schmit's theory of performance, which distinguishes between task and contextual performance, leading to personal job success and creativity. The innovative paired sample is composed of both, 189 outstanding employees and their supervisors, and a common employee (182) control group. Findings show that agreeableness and extraversion are significantly correlated to contextual behavior. The present paper contribution is that it enlightens for the first time the relationship the above-mentioned performance. This in turn can be employed as an assessment tool which can assist Human Resources Units in obtaining strategic knowledge of its employees for proactive management of their innovative knowledge assets, for better systematic management of organizational knowledge.
International Journal of Business and Management, 2015
Several individuals from top management seem to be confused about the difference between creativity and innovativeness. Amabile (1997) suggests that while innovation begins with creative ideas, creativity by individuals and teams is only a starting point for innovation. Individual creativity is necessary but not sufficient to yield breakthrough innovation in organizations. This can sometimes cause confusion in employee development efforts and actions taken by management. Companies often look for ways to hire and retain creative employees and at the same time they are also interested in establishing a creative environment for knowledge workers… but should creativity be the primary focus? These firms hope that creativity enhancing steps will eventually lead to greater innovation and therefore help it to achieve sustained competitive advantage. This paper attempts to demonstrate that there are potentially other dimensions beyond creativity related to innovativeness, which should be considered at the individual level in order to foster innovation in firms. Empirical results in this study support the idea that intrinsic motivational orientation, sociability and political astuteness are enhancers to employee innovativeness while perfection seeking behavior detracts employee innovativeness. These findings may serve to extend Amabile's (1997) componential framework to center on the "innovativeness" construct versus creativity to help explain how firms need to hire, cultivate and retain the right talent.
SEM ANALYSIS OF INNOVATIVE BEHAVIOR INFLUENCE TOWARDS HUMAN RESOURCE PERFORMANCE
Objective of the study is to analyze how much influence entrepreneurial orientation has towards corporate performance on which organizational learning becomes the moderating variable. This verificative descriptive study conducted surveys in the national state-owned enterprises. The data analysis method was Structural Equation Model/SEM. In general, the indicators of entrepreneurial orientation were commitment to novelty, risk-taking and being proactive. The indicators of organizational learning was learning process in individual, group or organizational level, while those of corporate performance were customer satisfaction, financial condition, internal business process, learning/improvement. The finding showed that entrepreneurial orientation had significant influence towards corporate performance. KEY WORDS Entrepreneurial orientation, corporate performance, organizational learning, business. Effective Human Resource (HR) management strategy is one vital requirement amidst increasingly complex, dynamic and global-oriented business. Many predicted that HR strategy that emphsizes on creativity and innovation is the most effective one to anticipate fierce business. Davila, Epstein & Shelton (2015) argued that creativity and innovation-oriented strategy encourages company to create new products and eventually becomes a market leader. Selecting business strategy should ideally be followed with HR strategy and corporate culture that stimulate creativity and innovation. Professional human resources, ones that are skillful, committed, innovative, open-minded and flexible, are the key to successful implementation of business strategy. Synergy between business and HR strategy as well as corporate culture is really important for business performance. This study discusses relationship between creative thinking and innovative behavior towards HR performance in achieving corporate goals. In order to survive and grow, a company depends upon profit instead of mere luck. Other factors are hard-work, problem-solving ability and ability to take advantage of business opportunity. Problem-solving ability and ability to take advantage of business opportunity are derived from creativity of human resources, which is ability to come up with new ideas and methods to solve issues and seize business opportunity. Innovation refers to an ability to apply new ideas or solutions. In short, it can be said that creativity = thinking new things, while innovations = doing new things. Innovation and creativity are two pivotal traits an individual should have. Creativity, where an idea is derived from, plays an important strategic role in this discussion. It is expected that high creativity results in more innovation. However, very few people are exploring their their creative potentials. Many believe that process and innovation begins with creativity. Innovative employees help companies developing their competitive advantage. Well-organized business model alone does not guarantee successful business; indicator of successful a company is careful implementation of the business plan. Very few companies encourage their staffs to be creative and innovative. The significant role of creative and innovative human resource towards business performance encouraged the researchers analyze influence of creative-thinking and innovative behavior towards performance of non-financial staffs.
Managerial creative problem solving and the Big Five personality traits
Purpose – The purpose of this paper is to provide new elements to understand, measure and predict managerial creativity. More specifically, based on new approaches to creative potential (Lubart et al., 2011), this study proposes to distinguish two aspects of managerial creative problem solving: divergent-exploratory thinking, in which managers try to generate several new solutions to a problem; and convergent-integrative thinking, in which managers select and elaborate one creative solution. Design/methodology/approach – In this study, personality is examined as a predictor of managerial creative problem solving: On one hand, based on previous research on general divergent thinking (e.g. Ma, 2009), it is hypothesized that managerial divergent thinking is predicted by high openness to experience and low agreeableness. On the other hand, because efficient people management involves generating satisfying and trustful social interactions, it is hypothesized that convergent-integrative thinking ability is predicted by high agreeableness. In all, 137 adult participants completed two divergent-exploratory thinking managerial tasks and two convergent-integrative thinking managerial task and the Big Five Inventory (John and Srivastava, 1999). Findings – As expected, divergent-exploratory thinking was predicted by openness to experience (r ¼ 0.21; p o 0.05) and agreeableness (r ¼ −0.22; p o0.05) and the convergent-integrative thinking part of managerial creative problem solving was predicted by agreeableness (r ¼ 0.28; p o0.001). Originality/value – Contrary to most research on managerial creativity (e.g. Scratchley and Hakstian, 2001), the study focuses (and provides measure guidelines) on both divergent and convergent thinking dimensions of creative potential. This study replicates and extends previous results regarding the link between personality (especially agreeableness) and managerial creativity.
The Prospective Innovator in Public University by Scrutinizing Particular Personality Traits
Polish Journal of Management Studies, 2018
The administrative process innovation was adopted with enthusiasm by the Western advanced industrialized countries and was taken for granted as a superior approach that should be practiced. However, public organizations in Indonesia are structured and run differently making public sector employees may have different views toward new ways of doing the job. This article aims to reveal who innovates in the organization by analyzing typical personality traits. The hypotheses are tested through a sample of 200 employees of public universities located in South Kalimantan, Indonesia, and structural equation modeling is used. Applying Hogan Personality Inventory (HPI), the five-factor personality in this research is labeled as adjustment (neuroticism), sociability (extraversion), likeability (agreeableness), prudence (conscientiousness), and school success (openness to experience). The results are discussed regarding the implications for what one can learn from individual-level studies of personality and innovation. Suggestions are offered to those universities interested in encouraging service quality in the public sector via innovation.
Personality and organizations: A test of the homogeneity of personality hypothesis
Journal of Applied Psychology, 1998
A central proposition of attraction-selection-attrition theory and of the literature on organizational socialization was tested. Support for the hypothesis that organizations are relatively homogeneous with respect to the personality attributes of their managers was found. A multivariate analysis of variance (MANOVA) conducted on a sample of approximately 13,000 managers from 142 organizations representing a broad cross-sample of U.S. industries revealed a significant effect for organizational membership on the personality characteristics of managers. Results of a 2nd MANOVA, nesting organizations within industries, revealed a significant effect for both organization and industry on the personality characteristics of managers. Some implications of these findings are discussed.