Testing an organizational innovativeness integrative model across cultures

Authors:
Aviv Shoham;Eran Vigoda-Gadot;Ayalla Ruvio;Nitza Schwabsky
Affiliations:
Graduate School of Management, University of Haifa, Haifa 31905, Israel;Division of Public Administration and Policy, School of Political Sciences, University of Haifa, Haifa 31905, Israel;Fox School of Business, Temple University, 1801 Liacouras Walk, A511 Alter Hall (006-01), Philadelphia, PA 19122-6083, United States;Center for Public Management and Policy, School of Political Sciences, University of Haifa, Haifa 31905, Israel
Venue:
Journal of Engineering and Technology Management
Year:
2012

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Abstract

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.