Organizational Culture, Worker Autonomy and Employee Innovativeness

Abstract

This study aimed at investigating how organizational culture directly and indirectly (via worker autonomy) affects employees’ innovative behavior. Data for this study was collected from 165 employees, working in the service sector (banks, insurance companies and media) in Ghana. All participants were made to respond to questionnaires on organizational culture, worker autonomy and employee innovative behavior. Four hypotheses were tested using correlation and regression analysis. The results support the direct link between organizational culture and employee innovative behavior. Also, innovative culture accounts for more variance in employee innovative behavior than competitive, bureaucratic and community cultures. The relationship between worker autonomy and employee innovative behavior was also supported. The moderation effect of worker autonomy on the relationship between organizational culture and employee innovative behavior was however not supported. The practical implication of these findings and recommendations for future research in the area of organizational culture, worker autonomy and employee innovative behavior were discussed.