INNOVATIVE ORGANIZATIONAL PERFORMANCE OF SMALL AND MEDIUM ENTERPRISES (THE CASE OF THAILAND)
The aims of this research are to investigate the relationship between organizational culture, organizational creativity, organizational innovation and the performance of SMEs in Thailand. This research based both on the quantitative and qualitative research methodologies, sample for the quantitative study consisted of 350 entrepreneurs who present small and medium enterprises (SMEs) in Thailand and were chosen by stratified random sampling. A questionnaire was designed and used to collect data and a structural equation model analysis was applied for the data analysis. In the qualitative study, data were collected via in-depth interviews with the experts and stakeholders in SMEs and content analysis was used to analyze the interview results. The findings revealed that the causal relationship model of innovative organizational performance of SMEs in Thailand was consistent with empirical data. The influencing of the factors affecting SMEs performance showed that the organizational culture had positive direct effect on organizational creativity and organizational innovation, while organizational culture had indirect effect on SMEs performance through organizational creativity and organizational innovation. Moreover, organizational creativity had positive direct effect on organizational innovation and performance of SMEs, and organizational innovation had a positive direct effect on SMEs performance.
Amabile, T. M. (1999). How to kill creativity. Harvard Business Review on Breakthrough Thinking. Boston: Harvard Business School Press.
Bass, B. M., & Riggio, R. E. (2006). Transformational leadership (2nd ed.). New Jersey: Lawrence Erlbaum Associates.
Dorf, R. C. & Byers, T. H. (2008). T e c h n o l o g y Ventures: From Idea toEnterprise. New York: McGraw-Hill Companies,
Gumusluoglu, L., & Ilsev, A. (2009). Transformational leadership and organizational innovation: The roles of internal and external support for innovation. The Journal of Product Innovation Management, 26: 264-277.
Hughes, R. L., Ginnett R. C., & Curphy, G. J. (2012). Leadership: Enhancing the lessons of experience (7th ed.). NY: McGraw-Hill Irwin.
Johannessen, J., & Olsen, B. (2003). Knowledge Management and Sustainable Competitive Advantages: The Impact of Dynamic Contextual Training. International Journal of Information Management, 23: 277-289.
Jung, D. I., Wu, A., & Chow, C. (2008). Towards understanding the direct and indirect effects of CEOs’ transformational leadership on firm innovation. Leadership Quarterly, 19: 582-594.
Khan, R., Rehman, A., & Fatima, A. (2009). Transformational leadership and organizational innovation: Moderated by organizational size. African Journal of Business Management, 3 (11): 678-684.
Kmieciak, R., Michna A., & Meczynska, A. (2012). Innovativeness, Empowerment and IT capability: Evidence from SMEs. Industrial Management and Data Systems, 112(5): 707-728.
Parry, K. W., & Proctor-Thomson, S. B. (2003). Leadership, Culture and performance: The case of New Zealand public sector. Journal of Change Management, 3(4): 376-399.
Matzler, K., Schwarz, E., Deutinger, N., & Harms, R. (2008). Relationship between transformational leadership, Product innovation and performance in SMEs. Journal of Small Business and Entrepreneurship, 21(2): 139-152.
Mithas, S., Ramasubbu, N., & Sambamurthy, V. (2011). How information management capability influences firm performance. Management Information Systems Quarterly, 35(1): 237-256.
Nonaka, I. and R. Toyama (2003), The knowledge-creating theory revisited: knowledge creation as a synthesizing process. Knowledge Management Research & Pactice, 1, 2–10.
Oke, A., Burke, G., & Myers, A. (2007). Innovation types and performance growing UK SMEs. International Journal of Operations & Production Management, 27(7): 735-753. Retrieved from www.emeraldinsight.
Oke, A., Munshi, N., & Walumbwa, F. O. (2009). The influence of leadership on innovation processes and activities. Organizational Dynamics. 38(1): 64-72.
Rogers, E.M. (1995). Diffusion of Innovation. 4th ed. NY: The Free Press.
Shalley, C. E., Zhou, J., & Oldham, G. R. (2004). The effects of personal and contextual characteristics on creativity: Where should we go from here? Journal of Management, 30(6): 933-958.
Schilling, M.A. (2008). Strategic Management of Technological Innovation. 2nd ed. NY: McGraw-Hill Education.
Soriano de Alencar, E. M. L. (2012). Creativity in organizations: Facilitators and inhibitors. In M. Mumford’s (Ed.) Handbook of Organizational Creativity. London: Elsevier.
Tallon, P. P., & Kraemer, K. (2007). A sense making perspective on the reality behind executives’ perceptions of it business value. Journal of Management Information Systems, 24(1): 13-54.
Utterback, J.M. (2004). The dynamics of Innovation. Educause Review. 39,1: pp.42.
Weinzimmer, L. G.; Michel, E. J., & Franczak, J. L. (2011). Creativity and firm-level performance: The mediating effects of action orientation. Journal of Management Issues, 23(1): 62-82.
Xiao, L., & Dasgupta, S. (2006). Organizational culture and it business value: a resource-based view. In Proceedings of the Americas Conference on Information Systems (AMCIS). Acapulco: Interaction Design Foundation.
Zhang, X., & Bartol, K. M. (2010). Linking empowering leadership and employee creativity: The influence of psychological empowerment, Intrinsic motivation, and creative process engagement. Academy of Management Journal, 53(1): 107-128.
Abstract views: 137 PDF Downloads: 68
International College Suan Sunandha
Rajabhat University, Bangkok, Thailand