Testing an organizational innovativeness integrative model across cultures

被引：34

作者：

Shoham, Aviv ^{[1
]}

Vigoda-Gadot, Eran ^{[2
]}

Ruvio, Ayalla ^{[4
]}

Schwabsky, Nitza ^{[3
]}

机构：

[1] Univ Haifa, Grad Sch Management, IL-31905 Haifa, Israel

[2] Univ Haifa, Sch Polit Sci, Div Publ Adm & Policy, IL-31905 Haifa, Israel

[3] Univ Haifa, Sch Polit Sci, Ctr Publ Management & Policy, IL-31905 Haifa, Israel

[4] Temple Univ, Fox Sch Business, Philadelphia, PA 19122 USA

来源：

JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT | 2012年 / 29卷 / 02期

关键词：

Organizational innovativeness; Performance; Public sector; MARKET ORIENTATION; STRATEGIC ORIENTATION; EMPIRICAL-EXAMINATION; PROSPECT-THEORY; PUBLIC-SECTOR; PERFORMANCE; DETERMINANTS; INNOVATIONS; MANAGEMENT; ATTITUDES;

D O I：

10.1016/j.jengtecman.2012.01.002

中图分类号：

F [经济];

学科分类号：

02 ;

摘要：

Most previous within-discipline research on innovativeness as an organizational trait does not account for cross-disciplinary perspectives, leading to incomplete findings. This paper develops an integrative model of organizational innovativeness, based on research in several disciplines to identify antecedents to, characteristics of, and outcomes of organizational innovativeness. Cross-sectional, questionnaire-based data from Israeli, Lithuanian, and Slovakian public organizations were used to test the model. Market and learning orientation enhanced organizational innovativeness, whereas internal politics and centralization reduced it. Organizational innovativeness enhanced two individual-level outcomes (satisfaction and commitment), as well as innovation performance, which, in turn, improved overall organizational performance. (C) 2012 Elsevier B.V. All rights reserved.

引用

页码：226 / 240

页数：15

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