Research On Relationship Between Managers’ Innovation Consciousness And Enterprise Innovation Performance

Innovation has become widely recognized as a key to competitive success (Francis&Besant, 2005). An issue is that, for many, innovation seems’mysterious, unpredictable, and apparently unmanageable’. Firms are increasingly investing more resources on R&D, yet studies have shown that investment by itself does not guarantee the development of organizational innovation capability, much less the improvement of organizational performance (Wolff,2007). The specific problem is that, firms’investment commitment to innovation may not produce valuable outcomes unless leaders know how external and internal factors are related to firms’innovation capability (Drake et al.,2006). There has been a lot of literature on organizational innovation currently, but most of them focused on the organization’s internal factors of organizational innovation, empirical researches on external factors of organizational innovation are still very few. Based on this, this study investigate the relationship among Organizational learning, innovation-driven factors, manager’s innovation consciousness and innovation performance using the push-pull theory, from the individual factors-the managers’ innovation consciousness; organization’s internal factors-organizational learning (pull); environmental factors (external to the organization factors)-The innovation-driven factors.The study conducted in two phases:Faze one, the preparation of organization learning questionnaire. Through document analysis, structured interviews, expert advice, this study proposes the idea of organizational learning, and initial small sample of the questionnaire, and ultimately formed a formal questionnaire. Then, we implemented the survey of organization learning questionnaire, conducted exploratory factor points and confirmatory factor analysis; Phase two, empirical research on the relationship between managers’ innovation consciousness and innovation performance.This study concluded that:(1) Organizational learning questionnaire has good reliability and validity. Factor analysis showed that organizational learning has three dimensions, including organizational learning culture, organizational learning practice and organizational unlearning.(2)Organizational learning conditions in the gender difference was not significant organizational learning practice and organizational learning of the overall situation were significantly different in qualifications variable, and graduate and undergraduate academic staff ’organizational learning situation was significantly better than the high school and tertiary education staff. Organizational unlearning was significantly different in rank variable, the organization unlearning of senior and intermediate rank was significantly better than junior staff. Organizational learning culture, organizational learning practice and organizational learning of the overall situation was significantly differently in the enterprise property variable, in each dimension, the high-tech state of the enterprises is significantly better than non-high-tech enterprises.(3)The revised questionnaire of managers’ innovation consciousness has a favorable homogeneity reliability and split-half reliability, and its validity accords with the demands of psychometrics; factor analysis showed that the questionnaire has six factors:innovation value, talent strategy, critical reflection, seek new and advice, risk exposure and implementation.(4)The relationship of managers’ innovation consciousness, organizational learning, innovation drivers and innovation performance. Through the correlation analysis about the managers’ innovation consciousness, organizational learning, innovation-driven and innovation performance revealed four in two related in the middle and high level.Through regression analysis resealed managers’ innovation consciousness is into the equation of performance. Organizational learning, innovation drivers completely mediated Managers’ innovation consciousness and innovation performance, organizational learning completely mediated innovation-driven and innovation performance.