Top management and organisational innovation: review and future directions

Michael L.A. Hsu, Maggie Hui-Fen Chen and Binshan Lin

International Journal of Innovation and Learning, 2008, vol. 5, issue 5, 533-556

Abstract: This study reviews the relevant literature on the relation between top management and the organisational innovation based on 21 empirical studies. This study found that: (1) Top management directly influence organisational innovation via characteristics, leadership and behaviour of the Chief Executive Officer (CEO)/Top Management Team (TMT); (2) Top management influence organisational innovation via mediators. The first mediator is strategic decision or choice made by CEO/TMT. The second is the outcomes of top management. Meanwhile, commitment, communication and involvement of CEO/TMT can serve as mediators between organisational activities and organisational innovation; (3) Three levels of variables moderate the relationship between top management and organisational innovation, the first is the social level, including social–cultural context, culture and technological dynamism; the second is the organisational level, e.g. the novelty of business; the third is the group level, including interfunctional coordination of TMT and managerial creativity of TMT.

Keywords: administrative innovation; leadership; organisational innovation; technological innovation; top management team; TMT; Chief Executive Officer; CEO; mediators. (search for similar items in EconPapers)
Date: 2008
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Citations: View citations in EconPapers (1)

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Persistent link: https://EconPapers.repec.org/RePEc:ids:ijilea:v:5:y:2008:i:5:p:533-556

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