Keywords : Innovation


Decentralization and Innovative Behavior: The Moderating Role of Supervisor Support

Mahlagha Darvishmotevali

International Journal of Organizational Leadership, 2019, Volume 8, Issue 1, Pages 31-45
DOI: 10.33844/ijol.2019.60204

The importance of innovative behavior for organizational effectiveness has been wildly accepted. Spite of the importance of organizational structure to promote the innovative behavior, little is known regarding the decentralized system in service industry. In addition, the role of supervisor support in such circumstances is highly significant; however, the link between decentralization, supervisory support and innovation is not particularly clear. Therefore, the current study aims to examine the impact of decentralization on employees’ innovative behavior and also to investigate the moderating role of supervisor support in this process. Data was collected from 323 employees from five star hotels in North Cyprus. Structural equation modelling was applied to evaluate the measurements and model’s fit. The study hypotheses were tested using LISREL 8.54. The results revealed that decentralized system has a positive impact on employees’ innovative behavior. Moreover, moderating role of supervisory support in helping employees to achieve organizational innovative goals was significant. The existence of decentralization opens new opportunities for organizations and increases the innovative behavior among employees. Employees who have degree of freedom for decision-making and risk-taking within an organization are more creative, and will take the initiative to seek new and efficient ways and approaches of doing their jobs.

Assessment of Leadership for Innovation and Perceived Organizational Innovativeness: Differences between Self-Reported Individual and Social Creativity

Per Eisele

International Journal of Organizational Leadership, 2017, Volume 6, Issue 4, Pages 470-480
DOI: 10.33844/ijol.2017.60326

The aim of the present study was to investigate how employees assess innovation and leadership and to know if there was a difference between individual and social creativity in these assessments. In a private firm within the creative industry, employees (N=153) assessed organizational innovativeness and leadership for innovation. The perceived organizational innovativeness scale (PORGI) and a new leadership for innovation scale (LIS) were used. Independent variables were self-report measurements of individual creativity and social creativity. Analysis indicates that the company is perceived as innovative but the leaders score low on leadership for innovation. Socially creative employees view their workplace as less innovative than individually creative people and is also more negative in the assessment of their leader’s ability to facilitate innovation. Notably, social creativity correlated negatively with leadership for innovation and perceived organizational innovativeness.

Specific characteristics of innovation management process

Pouran Yasini

International Journal of Organizational Leadership, 2016, Volume 5, Issue 2, Pages 162-171
DOI: 10.33844/ijol.2016.60406

Today, the world is full of dramatic changes. Therefore,
the third millennium is known as the era of creativity, innovation, and
entrepreneurship. The pace of useful
innovations and inventions in various fields of scientific, cultural, social,
industrial, and technological is more rapid than at any time in human history. Hence, the current information age is called the
knowledge and ability era. The organizations for their survival require new
ideas as well as exquisite and fresh opinions. Therefore, in order to
organizations can survive and continue their life; in todays turbulent and
changeable world, the spirit of creativity and innovation should be blown at
them. The importance of creativity and innovation is to some extent that human
life and civilization are not simply conceivable without them. This paper aimed
at defining innovation to incorporate creativity and innovation in
organizations.