Available online at www.sciencedirect.

com

Procedia - Social and Behavioral Sciences 84 (2013) 1617 1621

3rd World Conference on Psychology, Counselling and Guidance (WCPCG-2012)

Innovative Behaviors: Mediate Mechanism of Job Attitudes
Azin Taghipour a *, Zahra Khadem Dezfuli b
a
Phd Student, Department of psychology, Shahid Chamran Univercity, Ahvaz, Iran
b
MSc, Department of psychology, Shahid Chamran Univercity, Ahvaz, Iran

Abstract

The purpose of this study was determining the causal relationships between organizational culture with innovative behaviors by
mediating of work attitudes among employees of an Iranian industrial company. This was a cross-sectional-descriptive study.
Participants of this research were 240 employees of an organization who were selected via multistage random sampling and then
completed the research instruments. Four questionnaires were chosen to gather data: Organizational Culture Survey (OCS; make
by Glaser, Zamanou & Hacker; 1987), Job Satisfaction Questionnaire (Brayfield & Rothe; 1951), Organizational Commitment
(Meyer & Allen; 1993) and Innovation Behavior (Krause; 2004). Confirmatory Factor Analysis (CFA) and Structural Equation
Modeling (SEM) through AMOS-16 and SPSS-17 software packages were used for data analysis.The results of the hypothesized
CFA indicated that relationships between each indicator variable and its respective latent variable were statistically significant.
SEM analysis supported model also fitting with data.The findings of this study support that Job attitudes are important
mechanisms by which organizational culture affects innovative behaviors.

2013 The Authors. Published by Elsevier Ltd. Open access under CC BY-NC-ND license.
2013 Published
Selection by Elsevier
and peer-review underLtd. Selection and
responsibility peerDr.
of Prof. review under
Huseyin the responsibility
Uzunboylu of Dr. Melehat
& Dr. Mukaddes Halat
Demirok, Near East University, Cyprus
Keywords: organizational culture, job satisfaction, organizational commitment, innovative behavior

1. Introduction

In this research at first we study why innovative behaviours are important in the world, then we examine the
indirect effects of organizational culture (Team work, Informational Flow, supervision, Teamwork, Morale-climate,
Involvement, Meetings) on innovative behaviours (Generation and testing of idea, Implementation) by mediating of
work attitudes (job satisfaction and organizational commitment).
Innovation
e (Shipton,
West, Dawson, Birdi & Patterson, 2006). Krause (2004) determined two components for innovation behaviour
included the generation and testing of ideas and their implementation. The generation and testing of ideas
encompasses processes of defining their focus (formulating and analyzing the problem), finding ideas (developing
and recombining ideas and mentally trying them out), and proposing the resulting ideas. For the generation of ideas,
it is crucial that information is combined in a new way, as is often the case by forming analogies to what is familiar.
In practice, these processes are manifested in the middle manager's eagerness to experiment and take risks, discuss

Corresponding author name:* Azin Taghipour. Tel.: +98-916-318-6970

E-mail address: azintaghipour@yahoo.com

1877-0428 2013 The Authors. Published by Elsevier Ltd. Open access under CC BY-NC-ND license.
Selection and peer-review under responsibility of Prof. Dr. Huseyin Uzunboylu & Dr. Mukaddes Demirok, Near East University, Cyprus
doi:10.1016/j.sbspro.2013.07.001
1618 Azin Taghipour and Zahra Khadem Dezfuli / Procedia - Social and Behavioral Sciences 84 (2013) 1617 1621

the problem with others, or invest time and energy in finding a better variant (Mumford, Scott, Gaddis & Strange,
2002).
Implementing the innovation is an intervention in the constellation of power involved. This transition therefore
harbors the considerable potential for conflict (Glynn, 1996). Because each person will try to protect his or her
position of power, the latent conflict in the transition from generating and testing ideas to implementing them will
turn into a manifest conflict. Hence, the generation and testing of ideas does not adequately guarantee their
implementation. Many of the ideas generated and examined for their usefulness come to nothing in everyday life.
The implementation encompassed the introduction of a new procedure and its use by the department or project
group, so that it could subsequently be made into a daily routine. The objective is to establish the innovation as
completely as possible (Krause, 2004).
To be innovative and allow innovation within the structure of an organization, people need to know that failures
will be tolerated during the quest for innovation and that failures will not be punishable (Deacon, 2008). Only in a

innovation continue to grow. Therefore, while an individual may have creativity, an organization is needed in order

belief (Hamel, 2009).

Organizational culture is defined as the organizational norms and expectations regarding how people behave and
how things are done in an organization (Glisson & James, 2002). Glasser, Hacker and Zamano (1987) introduced six
dimensions for organizational culture. These dimensions include employees' perceptions of teamwork, morale,
information flow, involvement, supervision, and quality of meetings. The Teamwork scale measures staff
perceptions of coordination, honesty, support, and concern for each other. The Morale scale assesses staff
perceptions of the quality of their working relationships and organizational character. The Information Flow scale
refers to the quality of communication between staff and their supervisors. The Involvement scale measures the
extent to which staff members are involved in decision making. The Supervision scale refers to staff perceptions of
their supervisors. The Meetings scale assesses staff perceptions of meetings (Simmons, 2008).
There is a growing recognition that organizational culture exerts a strong influence on staff behavior and work-
related attitudes such as job satisfaction and organizational commitment (for example: Yazdani and Yaghoubi, 2011;
Khan, Mariyum, Pasha & Hasnain, 2011; Goldeston, 2007; Aarons & Sawitzky, 2006). Besides studies showed that
the higher level of job satisfaction and commitment cause more innovation behaviors (Alshekaili &
Boerhannoeddin, 2011; Fernandez & Moldogaziev, 2011; Park and Rainey, 2007; Lee, Cayer, and Lan, 2006).
According to mention issues, this research makes the hypothesis as follows:

H: organizational culture (Team work, Informational Flow, supervision, Teamwork, Morale-climate,

Involvement, Meetings) has significant influences on innovative behaviours (Generation and testing of idea,
Implementation) by mediating of work attitudes (job satisfaction and organizational commitment).

2. Method

This was a cross-sectional-descriptive study. Participants of this research were 240 employees of an organization
who were selected via multistage random sampling and then completed the research instruments. Four
questionnaires were chosen to gather data: Organizational Culture Survey (OCS; make by Glaser, Zamanou &
Hacker; 1987), Job Satisfaction Questionnaire (Brayfield & Rothe; 1951), Organizational Commitment (Allen &
Meyer; 1993) and Innovation Behavior (Krause; 2004). All questionnaires had validity and reliability. Structural
Equation Modeling (SEM) through AMOS-16 and SPSS-17 software packages were used for data analysis. Fit
indices include the Chi-Square statistics divided by the degree of freedom (x2 /df); Relative Fit Index (RFI), Normed
Fit Index (NFI), Comparative Fit Index (CFI), Tucker-Lewis coefficient (TLI), and Root Mean Square Error of
Approximation (RMSEA).
 Azin Taghipour and Zahra Khadem Dezfuli / Procedia - Social and Behavioral Sciences 84 (2013) 1617 1621 1619

3. Result

Table I presents the means, standard deviations, and correlations among the research variables.

Table 1. Means, standard deviations and correlations

variables Mean SD 1 2 3 4 5 6 7 8 9 10 11 12 13
1 Organizational Culture 128.75 27.8 1.0
2 Job Attitudes 51.3 14.78 .68 1.0
3 Innovation Behaviours 33.16 4.4 .34 .50 1.0
4 Generation ideas 20.7 2.8 .26 .38 .75 1.0
5 Implementation 12.5 2.1 .30 .45 .89 .67 1.0
6 Job satisfaction 18.5 4.5 .56 .82 .41 .31 .37 1.0
7 Job commitment 84.1 11.5 .51 .76 .38 .28 .34 .69 1.0
8 Meetings 17.21 5.2 .83 .56 .28 .21 .25 .46 .42 1.0
9 Supervision 30.44 6.9 .76 .52 .26 .19 .23 .42 .39 .63 1.0
10 Involvement 13.57 3.8 .83 .57 .28 .21 .25 .46 .43 .69 .64 1.0
11 Information flow 12.59 3.4 .66 .45 .23 .17 .20 .37 .34 .55 .50 .55 1.0
12 Moral climate 24.76 7.2 .87 .59 .30 .22 .26 .48 .45 .72 .66 .72 .57 1.0
13 Teamwork 30.16 6.6 .82 .56 .28 .21 .25 .46 .42 .68 .63 .68 .54 .71 1.0

SEM analysis supported model fitting with data (table 2). Following goodness-of-fit indices were used to assess
the model-fitting: A chi-square of 84.9 on 8 degrees of freedom, GFI= .93, CFI= 0.96, NFI= 0.94, RFI= 0.91, TLI=
0.94, IFI= 0.96 and RMSEA= 0.08.

Table 2. Goodness of fit indexes

Model CMIN DF P CMIN/DF GFI NFI RFI IFI TLI CFI RMSEA
Default model 84.9 32 .00 2.65 .93 .94 .91 .96 .94 .96 .08

As expected and see in figure 1, as expected, organizational culture measure was significantly and positively
correlated to job attitudes (r = 0.68, P= 0.001), and job attitudes to innovative behavior (r = 0.50, P= 0.001).
Square Multiple Correlations (R2) was 0.25 that indicate variables
Also, indirect effect of organizational culture on innovation behaviours by mediating job attitudes was 0.34 (P=
0.01).

er8 er9
.68
er1 Meetings .57 .67

.58
.83
Job.commitment Job.satisfaction er10
er2 Supervision
.76 .76 .82
.70 .25
er3 Involvement .83
.68 .50
.66 Organizational Culture Job Attitudes Innovation Behavior
.44
er4 Information.flow .87
.46 .75 .89
.75 .82
er5 Moral.climate er7
Generation.ideas Implementation
.67
er6 Teamwork .56 .80

er11
er12

Figure1. Path diagram

1620 Azin Taghipour and Zahra Khadem Dezfuli / Procedia - Social and Behavioral Sciences 84 (2013) 1617 1621

4. Discussion

In the current study we follow to determine the casual relationships between organizational culture (Team work,
Informational Flow, supervision, Teamwork, Morale-climate, Involvement, Meetings) with innovative behaviours
(Generation and testing of idea, Implementation) by mediating of work attitudes (job satisfaction and organizational
commitment) among employees of an Iranian industrial company. As the result of factor analysis indicates, these
factors were found to have statistically significant correlations together and have the casual relationships too. That
is, culture impacts employee attitudes and those attitudes have an influence on organizational outcomes such as
effectiveness and innovative behaviour.
To Explain this finding, can say, With relatively open and free working environment, harmonious organizational
climate, rapid circulation of message and good communication between ranks, the organizations with supportive
culture can provide their staff enjoy a warm family feeling (Chich-Jen Shieh, 2010) and increase job their job
satisfaction and commitment. Furthermore, these attitudes and motivation is the main force through which
individuals allocate effort to generate and implement innovative ideas. However, employees are only motivated to
go beyond their designated role and get involved in spontaneous and innovative activities if they have a strong
identification with the organization. Organizational culture plays a critical role in motivating innovative behaviour,
as it can create commitment among members of an organization in terms of believing in innovation as an
organizational value and accepting innovation-related norms prevalent within the organization. Martins, Pundt,
Horsmann and Nerdinger (2008) suppose that one way to induce and maintain high work motivation and a positive
attitude towards the work and the organization is by employee participation. Material participation (financial
participation in company's capital, profit or gain) and/or immaterial participation (participating in information,
coordination, and decision processes) can help organizations to promote employees' motivation, attitude and
performance, and therefore the organization's capacity for innovation.
Therefore, Organizational cultures that promote teamwork and supportive relationships among staff, information
fairly distribute between organizational levels, employees take part in decision making, communications is open and
meetings are effective have been linked to greater staff job satisfaction and stronger organizational commitment
(Simmons, 2008), which in turn are predictive of higher innovative behaviour.

References

Aarons, G, A. & Sawitzky, A.C. (2006). Organizational culture and climate and mental health provider attitudes toward evidence based
practice. Psychological services. 3(1), 61_72.

Allen, N. J., & Meyer, J. P. (1996). Affective, continuance, and normative commitment to the organization: An examination of construct
validity. Journal of Vocational Behavior, 49, 252 276.

Alshekaili, S.A.R. & Boerhannoeddin, A. (2011). Human capital approach towards enhancing innovation performance in Omani industrial
firms: The role of knowledge management. Progress in Business Innovation & Technology Management, 1, 23-33.
Brayfield, A. H., & Rothe, H. F. (1951). An index of job satisfaction. Journal of Applied Psychology, 35, 307-311.

Chich-Jen Shieh, (2010). Supply chain management, organizational innovation and corporate culture: The impact of relatedness. African Journal
of Business Management, 4(9), 1736-1744.

Deacon, J. (2008). The Contribution of Knowledge Management practices in generating a Corporate Culture of Innovation, Graduate School of
Business Leadership University of South Africa, and 30 November.

Fernandez, S. & Moldogaziev, T. (2011). Empowering Public Sector Employees to Improve Performance: Does it Work? American Review of
Public Administration, 41: 23-47.

Glaser, S.R., Zamanou, S., & Hacker, K. (1987). Measuring and interpreting organizational culture. Management Communication Quarterly, 1,
173-198.

Glisson, C., & James, L. R. (2002). The cross-level effects of culture and climate in human service teams. Journal of organizational behaviour.
23, 756-794.
 Azin Taghipour and Zahra Khadem Dezfuli / Procedia - Social and Behavioral Sciences 84 (2013) 1617 1621 1621

Glynn, M.A. (1996). Innovative genius: A framework for relating individual and organizational intelligences to innovation, Academy of
Management Review, 21 (4), 1081 1111.

Hamel, G. (2009). Moon shots for management. Bus. Rev., 87(2): 91-98.

Krause, E.K. (2004). Influence-based leadership as a determinant of the inclination to innovate and of innovation-related behaviors: An empirical
investigation, Journal of The Leadership Quarterly, 15 (1), 79-102.

Lee, H., Cayer, N.J. and Lan, G.Z. (2006). Changing Federal Government Employee Attitudes since
Review of Public Personnel Administration, 26: 21-51.

Martins, E., Pundt, A., Horsmann, C.S., & Nerdinger, F.W. (2008). Organizational Culture of Participation: Development and Validation of a
Measure. Ze , 22, 21-195.

Mumford, M.D., Scott, G.M., Gaddis, B., & Strange, J.M. (2002). Leading creative people: Orchestrating expertise and relationships, The
Leadership Quarterly, 13, 705 750.

Park, S.M. and Rainey, H.G. (2007). Antecedents, Mediators, and Consequences of Affective, Normative, and Continuance Commitment:
Empirical Tests of Commitment Effects in Federal Agencies. Review of Public Personnel Administration, 27: 197-226.
Shipton, H., West, M. A., Dawson, J., Birdi, K., & Patterson, M. (2006). HRM as a predictor of innovation. Human Resource Management
Journal, 3-27.

Simmons, E. S. (2008). Predictors of Staff-Supportive Organizational Culture in Assisted Living. Journal of Gerontological Nursing. 34(3), 9-15.

Yazdani, B. O., Yaghoubi, N. M., & Giri, E. S., (2011). Factors affecting the Empowerment of Employees. European Journal of Social Sciences,
20 (2), 267-274.