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A study of the relationship between team innovation and organizational innovation in the high-tech industry: Confirmation of the organizational culture moderation effect

Author(s): Tsai-Yuan Lin | Li-Min Chuang | Min-Yen Chang | Chih-Ming Yeh

Journal: Advances in Management and Applied Economics
ISSN 1792-7544

Volume: 2;
Issue: 2;
Start page: 19;
Date: 2012;
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Keywords: Team Innovation | Organizational Culture | Organizational Innovation

The increasingly complex environment, development of technology-based products, and customization of demand challenge the reaction speed of the enterprise; for the success of organizational management, the teams usually reform the enterprise, create new ideas, produce innovative models with better results, and thus make important contributions to the organization through the use of internal operations and organizational culture attribution. Through a literature review and statistical analysis, this study has developed a team innovation scale, organizational culture scale, and organizational innovation scale with good reliability and validity; the high-tech industry employees in Taiwan were used as subjects, and 215 questionnaires were issued through purposive sampling. In total, 175 valid questionnaires were collected (81%). Statistical methods such as regression analysis, hierarchical regression analysis, and others were used to verify the assumptions in this study. The study concluded the following: 1) team innovation has a significant and positive relationship with organizational innovation, 2) organizational culture has a significant and positive relationship with organizational innovation, and 3) team innovation has a significant and positive impact on organizational innovation due to the moderating effects of the organizational culture.
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