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RESEARCH Open Access
Mediating effect of innovative culture andorganizational learning between leadershipstyles at third-order and organizationalperformance in Malaysian SMEsShafique Ur Rehman1* , Anam Bhatti2 and Naveed Iqbal Chaudhry3
* Correspondence:[email protected] Puteri Intan Safinaz Schoolof Accountancy, Universiti UtaraMalaysia, Changlun, MalaysiaFull list of author information isavailable at the end of the article
Abstract
Purpose: The objective of this study is to see the mediating effect of innovativeculture and organizational learning between leadership styles and organizationalperformance in Malaysian SMEs.
Design/methodology/approach: Questionnaires were used to collect data fromowners/managers and 950 questionnaires distributed by using postal and emailstrategy. Out of 950, only 409 questionnaires returned back, 25 questionnaires havemissing values and eliminated from a sample, and only 384 questionnaires wereused for final analysis.
Findings: Findings reveal that leadership styles have a significant influence onorganizational learning, innovative culture, and organizational performance. Innovativeculture and organizational learning have a significant influence on organizationalperformance. Moreover, innovative culture and organizational learning significantlymediate between leadership styles and organizational performance.
Practical implications: In practical term, the current study contributes for managers/owners in SMEs to focus leadership styles with innovative culture and organizationallearning in their decision making if they want to enhance their organizationalperformance.
Research originality: This study is one of the pioneer studies that test leadership stylesat third-order with the combination of two mediating variables innovative culture andorganizational learning with organizational performance.
AcknowledgementsWe would thankful to “Associate Professor Dr Rapiah Mohamed” that gives us the valuable instructions and make uscapable to produce good research.
FundingThe authors received no funding for the design of the study, data collection, analysis, and interpretation of data or thewriting of the manuscript.
Availability of data and materialsThe dataset used and analyzed during this study is available from the corresponding author on reasonable request.
Authors’ contributionsThe corresponding author “SUR” presented the main idea and worked on key section of this study, methodology, andanalysis. The author, namely AB, majorly worked on literature of this study, discussion, and conclusion. The author, namelyNIC, worked on corrections. All the authors proof read the whole paper. All authors read and approved the finalmanuscript.
Competing interestsThe authors declare that they have no competing interests.
Publisher’s NoteSpringer Nature remains neutral with regard to jurisdictional claims in published maps and institutional affiliations.
Table 8 Scale Items (Continued)
Non-financial performance
1. The number of new product in my organization increase within the last 3 years
2. My organization market share increase significantly within the last 3 years
3. My organization market development increase significantly within the last 3 years
4. My organization quality of product/services of organization increase within the last 3 years
5. My organization employee commitment or loyalty to the organization increases within the last 3 years
6. My organization employee productivity increase within the last 3 years
7. My organization personnel development increase the last 3 years
8. My organization employee job satisfaction increase the last 3 years
Innovative culture
1. My organization culture is challenging
2. My organization culture is creative
3. My organization culture is enterprising
4. My organization culture is stimulating
5. My organization culture is driving
6. My organization culture is risk taking
7. My organization culture is result-oriented
8. My organization culture is pressurized
Organizational learning
1. Ability to learn is the key improvement
2. Basic values include learning as a key to improvement
3. Once we quit learning we endanger our future
4. Employee learning is an investment, not an expense
Ur Rehman et al. Journal of Global Entrepreneurship Research (2019) 9:36 Page 21 of 24
Author details1Tunku Puteri Intan Safinaz School of Accountancy, Universiti Utara Malaysia, Changlun, Malaysia. 2Department ofBusiness Management, Universiti Utara Malaysia, Changlun, Malaysia. 3Department of Business Administration,University of the Punjab, Gujranwala Campus, Gujranwala, Pakistan.
Received: 17 January 2019 Accepted: 27 March 2019
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