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The goal of this paper is to examine how firms employ slack resources to enhance the relationship between organizational climate and perceptions of support for innovation to obtain sustainable competitive advantages.

The paper reviews the different contributions to the study of the relation between dimensions of the organizational climate, perceptions of support for innovation and organizational slack. Building on previous research, a series of hypotheses are formulated on the influence of the dimensions of organizational climate on perceptions of support for innovation and on how organizational slack moderates these relations. In contrast to earlier studies, the paper's work is based on managers' perceptions. A sample of 202 quality managers is then used to verify empirically the hypotheses which have been proposed. Finally, the main conclusions of the research are presented.

The results of the investigation reveal first, that the relation between the dimensions of organizational climate, perceptions of support for innovation and performance is moderated by organizational slack. Second, that a strong connection exists between the different dimensions of organizational climate. Finally, the results of the research also show that a strong connection exists between the different dimensions of organizational climate and perceptions of support for innovation.

The conclusions of this study may be subject to several limitations that suggest further possibilities for empirical research. First, survey data based on self‐reports may be subject to social desirability bias. Second, the cross‐sectional nature of the research allows us to analyze only a specific situation in time of the organizations studied, not their overall conduct through time. Future research should place more emphasis on longitudinal studies.

This paper maintains that the relation between the different dimensions of organizational climate, perceptions of support for innovation and performance are determined and limited by the nature and variety of resources that the organization can bundle and apply to the maintenance and development of competitive advantages, according to the availability of organizational slack to be applied directly to organizational climate and perceptions of support for innovation.

The paper has provided evidence of how managers, depending on the presence or absence of slack, combine the dimensions of organizational climate differently to create the perception of support for innovation necessary to implement innovations, which in both cases means improvement in the organization's performance.

The purpose of this study is to examine how an organization's ethical climate positively relates to its financial performance by considering an organization's innovation, a support for innovation and performance evaluation.

Data were collected from employees and managers of 41 subsidiaries of a conglomerate in South Korea through survey questionnaires.

The results indicate that an organization's ethical climate is positively related to financial performance, and its positive relationship is mediated by an organization's innovation. The result also shows that a support for innovation has the moderating effect, such that the positive influence of an organization's ethical climate on its innovation increases when a support for innovation is high. However, this study fails to find the moderating effect of performance evaluation.

There might be the issue of generalizability, because the sample of this study is on the sample of a conglomerate in South Korea. Future research with different types of organizations in other nations is needed.

This study indicates that an organization's ethical climate can be a critical predictor of its innovation as well as financial performance. In this regard, organizations should pay attention to employees' perceptions of the organization's ethical climate.

This study explains the mechanisms on how an organization's ethical climate is related to its financial performance, and provides implications for organizations strivings for ethics in developing countries such as South Korea.

The purpose of this paper is to explore the status quo and the strength difference of the climate for innovation among firms with different ownership structures, in different industrial sectors, and in different developmental stages in China.

The study used a survey method to explore the differences of innovative climate among firms with different ownership structures, difference in developmental stage and in different industries. It collected 624 data from 52 companies by purposive and snowball sampling methods. A structural equation model and ANOVA analysis, along with multiple comparisons, were employed to test the hypothesis.

First, by factor analysis and structural equation models, the study proved that the organizational innovative climate model in the Chinese organizational context is a seven dimension structural model, which includes such first‐order factors as working environmental support, innovative vision, leader support, team support, resources supply, learning and growth and knowledge and skills. Second, the results indicate firms in different developmental stages have significant differences in almost all dimensions of climate for innovation. Third, there is no significant difference in innovative climate among firms in different industrial sectors, but further analysis of multiple comparisons shows that there are relative strengths and weaknesses in specific dimensions of innovative climate among such firms. Last, the results suggest that there are significant differences among most dimensions of innovative climate in firms with different ownership structures in China. In assessing employees' experience over seven dimensions of climate, the results demonstrate that respondents vary their answers in the direction of theoretical hypotheses, which validated the relative assumptions.

The research is important because it shows that innovative climate strength may discriminate among different work contexts experienced by employees, which would help deepen our understanding of the present condition of innovative climate in China.

The purpose of this paper is to develop a framework that illustrates the role of Lean Six Sigma (LSS) in creating organisational innovation climate by investigating the relationship between LSS’s intangible impacts and organisational innovation climate factors.

A self-administrated survey questionnaire was distributed among 145 public sector officials to get their opinions on the relationship between various observable elements of LSS’s intangible impacts and organisational innovation climate factors, where a response rate of 73.8% was achieved. The collected data were demographically, descriptively and statistically analysed. Accordingly, a house-of-pillars-based framework that illustrates the role of LSS’s intangible impacts in creating innovation climate in an organisation was developed.

Results from this study indicated that LSS’s intangible impacts on organisational structure and hierarchy, culture, change adaptability, utilisation of staff and staff’s behavioural aspects are positively related to many of organisational innovation climate factors such as trust and openness, challenge and involvement, support for ideas and freedom and autonomy.

The findings of this study are based on the data collected from public sector organisations in the UAE and are supported by relevant literature. However, this study can provide useful guidance for further research for the generalisation of the results to wider scopes in terms of sectors and geographical domains.

The findings of this study will provide UAE public sector officials with a clear roadmap on how to use LSS for promoting innovation and fostering its implementation in practice. This study will also encourage professionals in public sectors to integrate LSS into their innovation strategies to enhance organisational innovativeness and improve service quality.

It is one of the first studies that explores LSS’s intangible impacts and assesses their relationship with organisational innovation climate factors. Hence, this study offers valuable insights for both academics and practitioners and is expected to lay a foundation for a better understanding of how LSS’s intangible impacts can be used in creating organisational innovation climate.

This study aims to investigate the mediation role of innovation between creative climate and organisational resilience.

The study used a cross-sectional design to collect data about the study variables from parastatal managers using self-administered questionnaires. Hierarchical regression and Medigraph were used to test hypotheses.

Creative climate has a significant association with innovation and organisational resilience. Innovation partially mediates the effect of creative climate on organisational resilience.

The sample size was small involving only parastatals. The results may be different in an expanded public sector. The study was cross-sectional that is limited in examining long-term effects of creative climate and innovation on organisational resilience. Therefore, a longitudinal study design is proposed for future research.

Managers in parastatals need to provide a conducive creative climate that promotes innovations for organisational resilience.

The study provides empirical evidence on the mediation role of innovation in the relationship between creative climate and organisational resilience in a public sector. The evidence shows the contribution of innovation in striving for organisational resilience based on the creative climate.

The aim of this paper is to study the relationship between organizational climate and perceptions of support for innovation, considering that the relationship may be moderated by the type of labor contract the employees have. This moderating effect may have its origins in the perception of reality and the type of knowledge applied on the job. The results drawn from empirical research among 312 observations of the employees in 80 offices of a Spanish financial company enable us to verify, on the one hand, that an organizational climate characterized by support, cohesion and intrinsic recognition favors perceptions of support for innovation; and, on the other hand, that there are differences in the dimensions of climate that favor perceptions of support for innovation depending on the employees' contractual relationship with the organization.

The current study, which is based on social learning theory and social cognitive theory, intends to investigate the impact of entrepreneurial leadership on employee creativity at both the individual and team levels. In particular, the authors predict a mediating mechanism at both levels: employees’ entrepreneurial self-efficacy. Further, the authors consider whether the climate of support for innovation is a contextual element affecting the relationship between employees’ perceptions of entrepreneurial leadership and their own entrepreneurial self-efficacy.

The research hypotheses were tested using multilevel structural equation modeling on 191 employees nested in 49 entrepreneurial ventures in China.

The results indicated that entrepreneurial leadership positively correlates with employee creativity at individual level. Moreover, this study found that individual followers’ entrepreneurial self-efficacy partially mediates the association between individual perceptions of entrepreneurial leadership and employee creativity, whereas team members’ entrepreneurial self-efficacy fully mediates the association between team members’ perceptions of supervisors’ entrepreneurial leadership and employee creativity. Further, this research demonstrates the role of team-level climate of support for innovation as a boundary condition that strengthens the effect of entrepreneurial leadership on individual entrepreneurial self-efficacy.

Considering entrepreneurial self-efficacy to be a type of entrepreneurial context-specific self-efficacy, this study presents one of the first empirical examples of the mediating function of entrepreneurial self-efficacy in the association between entrepreneurial leadership and employee creativity. Additionally, this research demonstrates the role of team-level climate of support for innovation as a boundary condition that strengthens the effect of entrepreneurial leadership on individual entrepreneurial self-efficacy. Further, this study provides a methodological contribution by simultaneously assessing all three variables of the mediation process at the individual and team levels: entrepreneurial leadership, entrepreneurial self-efficacy and employee creativity.

The ability to develop new products and services has motivated the government of the United Arab Emirates (UAE) to enter the global race for excellence and surprise the world with its iconic construction innovations. The key challenge for the UAE is how to encourage and enable organizations, public and private, to embrace innovation as the norm and create a positive environment for innovation. In this context, this study was carried out with the aim of examining the factors that can create innovation–conducive climate in construction and the measures that can be used to assess such a climate.

The paper reports research effort to develop and test a conceptual model that hypothesizes relationships amongst different constructs that make up the climate for innovation in UAE organizations, construction and non-construction. In verifying the conceptual model and testing the validity of the hypotheses, a quantitative study was conducted based on data collected via questionnaire survey. A total of 101 respondents participated in the study, majority of whom were employed in private international firms, semi-public firms and private local firms.

The findings showed that, overall, the climate of innovation in the UAE organizations is moderately strong where construction firms performed slightly better than non-construction firms in demonstrating an innovation–conducive atmosphere. In this context, the results found a need for senior management to provide tangible support in terms of providing more resources for the skill base to develop further and seek better ways of developing creative solutions. The main conclusion provided evidence that leadership has positively influenced the climate for innovation and as a result delivered an improved business performance.

The research developed a new conceptual model and the constructs that can be used to understand the climate for innovation and assist researchers in examining the complex dynamics of innovation in the local construction industry.

Recognizing the impact of innovation on organizational performance, scholars from a number of disciplines have sought to identify the conditions that make innovation possible. Although these studies have served to identify a number of key variables, the relationship between these variables and innovation is complex. In this chapter, we argue that the apparent complexity of these relationships may be attributed to cross-level differences in the requirements for innovation and the existence of complex interactions among the phenomena operating at a given level of analysis. The implications of this multi-level perspective for understanding how innovation occurs in organizational settings are discussed.

This paper aims to investigate the relationship between the intangible impacts of Lean Six Sigma (LSS) and organisational innovation climate factors and proposes a conceptual model to link them. This paper ultimately aims to extend the range of LSS application by proposing LSS as a tool for fostering organisational innovation.

The paper followed a qualitative research approach to identify, analyse and categorize the intangible impacts of LSS by reviewing previous literature on its application and conducting in-depth interviews with its experts. Then, a detailed description of organisational innovation climate was provided to highlight its main factors. Finally, a conceptual model was developed to illustrate the relationships among the collected information.

LSS was found to have many intangible impacts categorized as organisational or individual related. Organisational innovation climate is determined by a number of factors that were found to be positively influenced by many of LSS's intangible impacts. Thus, a number of propositions between LSS's intangible impacts and organisational innovation climate factors were proposed, as illustrated by a conceptual model.

Studying the relationship between LSS and innovation by considering LSS's intangible impacts and linking them to organisational innovation climate factors is a relatively new approach that makes the contribution of this research valuable and significant to academics and professionals.