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

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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.

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The data that support the findings of this study are available from the corresponding author upon request.

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Authors and Affiliations

  1. Sohar University, Sohar, Oman

    Sanjeev Kumar & Irfaan Salem

  2. Graphic Era Hill University, Dehradun, India

    Rahul Raj

  3. Apeejay School of Management, New Delhi, India

    Etinder Pal Singh

  4. Discipline of Finance, Australian Institute of Business, Adelaide, Australia

    Kavita Goel

  5. Walmart Stores Inc., Fayetteville, USA

    Rishi Bhatia

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  1. Sanjeev Kumar
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  4. Etinder Pal Singh
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Kumar, S., Raj, R., Salem, I. et al. The interplay of organisational culture, transformational leadership and organisation innovativeness: Evidence from India. Asian Bus Manage 23, 180–210 (2024). https://doi.org/10.1057/s41291-023-00230-9

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