The interplay of organisational culture, transformational leadership and organisation innovativeness: Evidence from India

Sanjeev Kumar (), Rahul Raj (), Irfaan Salem (), Etinder Pal Singh (), Kavita Goel () and Rishi Bhatia ()
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Sanjeev Kumar: Sohar University
Rahul Raj: Graphic Era Hill University
Irfaan Salem: Sohar University
Etinder Pal Singh: Apeejay School of Management
Kavita Goel: Australian Institute of Business
Rishi Bhatia: Walmart Stores Inc.

Asian Business & Management, 2024, vol. 23, issue 2, No 2, 180-210

Abstract: Abstract Management scholars highlight that organisational culture and leadership have a predominant multilayer impact on corporate learning leading to innovativeness. Nevertheless, the management literature is insufficient to address the issue because the previous empirical studies about organisational culture and leadership only apply to some partial and simple conceptualisations. Drawing from the competing values framework for culture, leader-member exchange and organisational learning theories, we contribute by conceptualising a four-dimensional model of organisational culture for Indian firms. We tested and found support for the culture—innovativeness relationship moderated by transformational leadership. Finally, we discuss implications, limitations, and future directions for research.

Keywords: Organisational culture; Transformational leadership; Organisational innovativeness; India (search for similar items in EconPapers)
Date: 2024
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Citations: View citations in EconPapers (1)

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DOI: 10.1057/s41291-023-00230-9

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