Strengthening Managerial Innovation Behavior in the SMEs

Abstract

Managerial innovation as an internal change agent plays a central role in coping with the speed of today’s fast-paced customer demand and highly competitive market, yet previous studies paid less attention to the potential measures of strengthening managerial innovation behavior within organizations. Drawing from transformational leadership theory, the current study shed new light on this issue by examining the role of CEO transformational leadership (TFL), innovation culture (IC) and cross-functional integration (CFI) in advancing managerial innovation behavior in SMEs. A cross-sectional study with a sample of 434 respondents from 24 SMEs operating in Rwanda was conducted. To genuinely analyze the relationship between the variables hypothesized in this study, we used structural equation modeling (SEM) and bootstrapping technique using Amos 23 and SPSS 24. The overall findings revealed that the relationship proposed in the model were significantly supported. However, our new mechanism implying innovation culture and cross-functional integration in the relationship between CEO transformational leadership and managerial innovation behavior, provide a substantial contribution to management literature.

Keywords: {'name': 'Transformational Leadership'}, {'name': 'Managerial Innovation'}, {'name': 'Behavior'}, {'name': 'Cross-Functional integration'}, {'name': 'Organizational Innovation Culture'}

Authors & affiliations

Bruce Gashema
Affiliation not supplied

Yongqiang Gao
Affiliation not supplied

Deposited references

Supplied references, not a list of publications citing this article.

DOI: 10.1016/j.hitech.2015.09.001

DOI: 10.1108/IMDS-05-2014-0152

DOI: 10.1016/j.techsoc.2017.08.005

DOI: 10.17512/pjms.2016.14.1.01

DOI: 10.1016/j.indmarman.2005.09.006

DOI: 10.1016/0090-2616(90)90061-S

DOI: 10.1177/107179190000700302

DOI: 10.1108/03090599010135122

DOI: 10.1037/0021-9010.88.2.207

DOI: 10.1016/S1048-9843(99)00016-8

DOI: 10.1016/j.indmarman.2018.02.007

DOI: 10.5465/amr.2008.34421969

DOI: 10.1080/14697017.2018.1446693

DOI: 10.1037/t54656-000

DOI: 10.1108/LODJ-06-2014-0111

DOI: 10.1016/j.leaqua.2015.10.007

DOI: 10.1108/PR-03-2014-0058

DOI: 10.1007/BF02310555

DOI: 10.1111/caim.12251

DOI: 10.1177/0170840614539312

DOI: 10.1111/j.1740-8784.2011.00233.x

DOI: 10.1108/14601060710720546

DOI: 10.1108/14601060810911156

DOI: 10.1007/s11121-008-0109-6

DOI: 10.1108/LODJ-11-2015-0239

DOI: 10.1080/09654313.2017.1364770

DOI: 10.1177/002224378101800104

DOI: 10.1177/001872679004301003

DOI: 10.1016/j.ijpharm.2011.02.019

DOI: 10.1080/09537320802557384

DOI: 10.1108/JSBED-06-2013-0086

DOI: 10.1080/03637750903310360

DOI: 10.1177/0149206315614373

DOI: 10.1016/j.indmarman.2009.06.003

DOI: 10.1111/emre.12003

DOI: 10.1037/1082-989X.3.4.424

DOI: 10.1016/j.ijhm.2015.07.002

DOI: 10.1037/0033-2909.103.3.411

DOI: 10.1177/107179199500200402

DOI: 10.1016/S1048-9843(03)00050-X

DOI: 10.1111/joms.12125

DOI: 10.1108/MD-03-2016-0196

DOI: 10.17705/1jais.00302

DOI: 10.1108/13632541111183361

DOI: 10.1016/j.leaqua.2009.10.006

DOI: 10.1177/0170840614539313

DOI: 10.1108/JMP-07-2011-0021

DOI: 10.1111/emre.12071

DOI: 10.1080/09654313.2017.1279592

DOI: 10.1037/0021-9010.74.1.157

DOI: 10.1016/j.rai.2016.09.004

DOI: 10.1108/09699980810902712

DOI: 10.1108/LODJ-09-2016-0216

DOI: 10.1080/23303131.2016.1184208

DOI: 10.1177/0149206307312512

DOI: 10.1016/j.jom.2005.05.001

DOI: 10.1016/j.jvb.2017.02.004

DOI: 10.1016/j.indmarman.2015.11.006

DOI: 10.1080/09585192.2017.1282533

DOI: 10.1002/smj.841

DOI: 10.1108/LODJ-10-2014-0197

DOI: 10.1509/jmkg.72.6.132

DOI: 10.1111/j.1467-6486.2010.00976.x

DOI: 10.1111/emre.12007

DOI: 10.1177/0170840614546155

DOI: 10.1177/0170840614546155

DOI: 10.1111/j.1467-6486.2006.00642.x

DOI: 10.1177/0149206307308913

DOI: 10.1177/107179190501100301

DOI: 10.1108/LODJ-10-2011-0110

DOI: 10.1080/09537325.2018.1495324

DOI: 10.1108/EJIM-10-2017-0142