Organisational innovation: does structure, culture, and country of origin matter? Online publication date: Mon, 19-May-2008
by Muhamad Jantan, Aizzat Mohd Nasurdin, Nur Fitriah Ahmed Fadzil
J. for Global Business Advancement (JGBA), Vol. 1, No. 2/3, 2008
Abstract: This study examines the influence of organisational structure (formalisation and centralisation) and culture (participative decision making, support and collaboration, and learning and development) on innovation (technological and process, administrative, and product) among firms operating in Malaysia. In addition, the differences in the levels of innovation (technological and process, administrative, and product) according to a firm's country of origin were investigated. Regression analyses of 123 responses (80 multinational corporations and 43 locally owned firms and joint ventures) revealed that only cultural variables (learning and development, and support and collaboration) had positive effects on two forms of innovation (technological and process, and administrative). Structural variables, on the other hand, had no influence on the three forms of innovation investigated. Statistical analyses using ANOVA revealed that significant differences in innovation levels do exist by country of origin. Implications for managerial practice and suggestions for future research are discussed.
Existing subscribers:
Go to Inderscience Online Journals to access the Full Text of this article.
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.Complimentary Subscribers, Editors or Members of the Editorial Board of the J. for Global Business Advancement (JGBA):
Login with your Inderscience username and password:
Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.
If you still need assistance, please email subs@inderscience.com