With the rapid development of Information and Communication Technology (ICT), digital technology changes how banks translate new customer demands into new products and services. To achieve this translation, banks should increase their intrapreneurship capability through Individual-level Innovative Behavior (IIB). However, research on how to manage and promote manager's IIB in the workplace is still at the nascent stage. Therefore, this study investigates an under-researched topic: how Perceived Organizational Innovativeness (POI) affects manager's IIB through self-leadership strategies, and whether perceived organizational risk-taking and the gender of the respondents facilitate or impede the process. The study surveys 340 managers in the Turkish banking sector and analyses the results through SEM. The findings indicate that POI, self-leadership, and strategies of self-leadership are positively related to manager's IIB. Further, the results show that self-leadership fully mediates the relationship between POI and manager's IIB and that the perceived organizational risk-taking and gender of the respondents moderate the mediating effect of self-leadership on the relationship between POI and manager's IIB. Overall, the contribution of the research is not only to gain a more holistic understanding of manager's IIB antecedents but also to provide managers or practitioners with guidance on designing organizational environments that encourage innovation in the technology-driven sector.
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A culture change within an organization may be of importance in this turbulent world. An assessment of the current and desired cultural profiles can help estimate as to whether any changes are required. In this study the organizational culture of a housing association was examined from both the staff’s and external stakeholders’ perspectives. How does the current culture compare with the desired culture? Do the external stakeholders perceive the organization’s culture in a similar way? Do the staff’s and external stakeholders’ perceptions coincide with the organization’s intended image? The results demonstrate that the external stakeholders’ perceptions of the organizational culture in this case study are similar to those of the organization’s staff.
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This paper presents four research projects on organizational innovation in the Netherlands. These projects are still in a design and theoretical investigation stage, but the authors find it useful to share their findings and insights with the research community in order to inspire them with their ideas and research agenda. In the paper four constructs are explored that focus on the human factor in organizations and that may have a positive influence on organizational innovation. Shared leadership: It is often thought that, for innovation, only one brilliant mind with a break-through idea in a single flash of enlightenment is needed. Recent research, however, shows that most innovations are the result of team-flow and sharing and alternating leadership tasks. Social Capital: through leadership and decision making, by influencing trust, respect and commitment, the organizations social capital and thus its innovative power is increased. External consultancy: deployment of external consultants will add to knowledge and skills necessary for innovation. IT and workflow management: if handled correctly, the human factor can add substantial quality to the design and use of IT in organizations. The paper shows that the way these constructs are managed is crucial in influencing and motivating members of an organization to attribute to innovation and make use of the facilities that are offered to them.
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