Effect of organizational identification on organizational innovativeness in universities and higher education institutions of Iran, mediated by risk-taking capability

Seddigheh Khorshid · Amir Mehdiabadi

15 citations0/0 files storedEuropean Journal of Innovation Management

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Organizational Management and Innovation Management and Organizational Studies Organizational Strategy and Culture

Abstract

Purpose This study explores the effect of organizational identification (OID) on organizational innovativeness (OINN) in universities and higher education institutions (HEIs) of Iran, mediated by organizational risk-taking capability (ORTC). Design/methodology/approach A questionnaire was designed and distributed in universities and HEIs in three geographical regions of Iran. The sample includes deans of faculties, their assistants, and heads of departments, and heads, assistants, and employees of research and education offices. The authors determined the reliability and validity of the scales and used structural equation modeling to develop the conceptual model and to test hypothesized relationships. Findings The results show that the OID has a positive impact on the ORTC and OINN in universities and HEIs of Iran. Furthermore, the ORTC played a partially mediating role between the OID and OINN. Research limitations/implications This study can lead to a theory of the effect of the OID on the OINN in higher education (HE) system, mediated by the ORTC. It can support practitioners working in the HE system as they create a climate that welcomes uncertainties, ambiguities, failures and mistakes in a risk-taking spirit and develop an innovation culture open to new things and generate ideas. Such a culture is rooted in a distinct organizational identity. The researchers recommend that the promising results of this study be pursued in a larger sample and also in universities and HEIs of other countries. Originality/value This study develops an understanding of the role of the OID with the university in fostering, enhancing and embedding the ORTC into university, and as a result, promoting its innovativeness culture.

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References

1997Dynamic capabilities and strategic management 1970Determining Sample Size for Research Activities 1996Clarifying the Entrepreneurial Orientation Construct and Linking It To Performance 1991The Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulation 2008Structural Equation Modelling: Guidelines for Determining Model Fit 1989Social Identity Theory and the Organization 1992Alumni and their alma mater: A partial test of the reformulated model of organizational identification 2000Social Identity and Self-Categorization Processes in Organizational Contexts

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