[雙語翻譯]產(chǎn)品創(chuàng)新外文翻譯--組織文化是產(chǎn)品創(chuàng)新的決定因素

1、4500 英文單詞， 英文單詞，2.6 萬英文字符，中文 萬英文字符，中文 7600 字文獻(xiàn)出處： 文獻(xiàn)出處：Naranjo Valencia J C, Sanz Valle R, Jiménez Jiménez D. Organizational culture as determinant of product innovation[J]. European Journal of Innovation Manag

2、ement, 2010, 13(4): 466-480.Organizational culture as determinant of product innovationJulia C. Naranjo Valencia；Raquel Sanz Valle and Daniel Jime´nez Jime´nezAbstractPurpose – The purpose of this paper is to s

3、tudy empirically the relationships among organizational culture and product innovation.Design/methodology/approach – The paper formulates some hypotheses from the literature review. These hypotheses are tested using stru

4、ctural equations modelling with data collected from 420 firms.Findings – Organizational culture is considered to be one of the key elements in both enhancing and inhibiting innovation. The findings provide evidence about

5、 this proposition. While ad hocratic cultures could enhance the development of new products or services, hierarchical cultures inhibit product innovation.Research limitations/implications – First, the data in the study w

6、ere collected from one source. A second limitation is the cross-sectional design of this research. Finally, only four of the six features of the competing value model have been evaluated. Apart from overcoming these limi

7、tations, suggestions for future research are: use longitudinal studies and multiple informants; study the moderator effect of some variables on the culture-innovation relation, such as the type of innovation; and include

8、 other cultural types, that is, clan culture and market culture.Practical implications – The paper provides evidence that, first, in order to increase product innovation, companies should foster cultures with external an

9、d flexibility orientations. Moreover, the paper suggests that values, beliefs and assumptions that are coherent with ad hocratic culture are key drivers for developing new products or services.Originality/value – The pap

10、er jointly examines in the same model the little-researched links between organizational culture and product innovation.Keywords：Organizational culture, Product innovation, Flexible organizations, Spain1. IntroductionRec

11、ently, innovation is considered as key in achieving sustainable competitive advantages and, by extension, for the success of businesses in the market (Cooper and Kleinschmidt, 1987; Damanpour and Evan, 1984; Damanpour an

12、d Gopalakrishnan, 2001; Damanpour et al., 1989; Hitt et al., 1997; Kleinschmidt and Cooper, 1991; Rogers, 1983; Subramanian and Nilakanta, 1996). The main reason is that innovative firms are more flexible and have a grea

13、ter capacity to adapt to changes. This means that they can protect themselves when the climate is unstable, they can respond faster to changes, create new opportunities and exploit existing ones to a greater extent than

14、the competition (Drucker, 1985; Miles and Snow, 1978).This scenario has led to increased interest among researchers and businesses to gain a better understanding of how to improve the capacity to innovate of the latter (

15、Damanpour, 1987, 1996; Koc and Ceylan, 2007; Mayondo and Farrell, 2003). A number of studies have tried to identify the main determinants of innovation. Among these, the literature highlights the role of information tech

16、nologies, firm strategy, organizational design and, more recently, human resource innovation in the performance of the business in terms of profitability, growth and effectiveness (Damanpour and Evan, 1984; Damanpour and

17、 Gopalakrishnan, 2001; Damanpour et al., 1989, Kleinschmidt and Cooper, 1991; Prajogo, 2006; Subramanian and Nilakanta, 1996). It is for these reasons that the literature has sought to identify the determining factors be

18、hind businesses’ innovative capacity (Cabello-Medina et al., 2005; Damanpour, 1987; Delaney and Jarley, 1996; Laursen, 2002; Subramanian and Nilakanta, 1996).A large number of variables have been proposed as determinants

19、 of innovation. In general, these can be grouped as individual factors, organizational factors and environmental factors. This study goes in depth into organizational factors since the literature has identified these as

20、having the most effect on innovation (Damanpour, 1991). Within this group, the literature has made reference to some general characteristics of the business such as size or organizational complexity as well as to other v

21、ariables like organizational design, strategy, leadership, human resource practices, several support factors and the object under study here, organizational culture. Of all of these, those which stand out most are the st

22、ructural and cultural factors (Arad et al., 1997; Damanpour, 1987, 1991; Mumford, 2000). Empirical literature has, however, focused mainly on structural factors (Aiken et al., 1980; Damanpour, 1987, 1991; Hage and Aiken,

23、 1967; Kimberly and Evanisko, 1981; Subramanian and Nilakanta, 1996). Studies on culture have focused on one or some cultural characteristics o features (Cabello-Medina et al., 2005; Hage and Dewar, 1973; Laursen, 2002;

24、Laursen and Foss, 2003), i.e. they do not cover the whole phenomenology of organizational culture, as this paper seeks to do.Organizational culture can be defined as the values, beliefs and hidden assumptions that organi

25、zational members have in common (Cameron and Quinn, 1999; Denison, 1990; Deshpande´ and Webster, 1989; Miron et al., 2004). Various research works have been conclusive as to the key role of culture in innovation (Ah

26、med, 1998; Dobni, 2008; Higgins and Mcallaster, 2002; Jamrog et al., 2006; Jassawalla and Sashittal, 2002; Lau and Ngo, 2004; Martins and Terblanche, 2003; Mumford, 2000). The main reason is that it can stimulate innovat

27、ive behaviour among the members of an organization since it can lead them to accept innovation as a basic value of the organization and can foster commitment to it (Hartmann, 2006). According to Tesluk et al. (1997), ref

28、erred to in Martins and Terblanche (2003), the basic elements of culture have a twofold effect on creativity and innovation – from the perspectives of socialization and of coordination. Through socialization, individuals

29、 can know whether creative and innovative behaviours are part of the path the business treads. At the same time, the business can, through activities, policies and procedures, generate values which support creativity and

30、 innovation, and its innovative capacity will subsequently improve.Empirical research has also provided evidence of a significant relation between culture and innovation (Chang and Lee, 2007; Jaskyte, 2004; Lau and Ngo,

31、2004; Mayondo and Farrell, 2003; Miron et al., 2004; Obenchain and Johnson, 2004). What literature has not clarified is which types of cultures enhance or inhibit innovation. In order to analyse this, we use the model pr

32、oposed by Cameron and Quinn (1999), the competing values framework (CVF). Although there are other typologies of organizational culture (Kets De Vries and Miller, 1986; Reigle, 2001; Wallach, 1983), the CVF is one of the

33、 most extended and has been used in some empirical studies on organizational culture (Deshpande´ et al., 1993; Igo and Skitmore, 2006; Lau and Ngo, 2004; Obenchain and Johnson, 2004; Obenchain, 2002; Stock et al., 2