Organizational culture, innovation, and performance: a test of Schein's Model

Innovation is the key to organizational survival and therefore the study of processes that support innovation should be of interest to researchers and practitioners alike. Schein's multi-layered model of organizational culture offers a useful framework for thinking about processes that foster innovation. A defining characteristic of the model is the subtle but important distinctions between the varied "layers" of organizational culture (i.e., values and norms, artifacts and behaviors). The basic assumption of this study is that Schein's model offers a tractable explanation of cultural processes that support organizational innovation, especially in service firms. Despite the intuitive appeal and practical value of Schein's conceptual framework, empirical research in relation to the model is limited. This paper develops a rationale for an empirical model based on Schein's conceptual model; the study reports a test of an empirical model. Data collected from approximately 100 principals of law firms provides a suitable empirical context for a test of the model. The findings generally support the hypothesized relationships. A key result is how layers of organizational culture, particularly norms, artifacts, and innovative behaviors, partially mediate the effects of values that support innovation on measures of firm performance. The findings have implications for theory and practice, especially in relation to building an organizational culture within professional service firms that fosters innovative behavior. (C) 2013 Elsevier Inc. All rights reserved

Cocreative customer practices: Effects of health care customer value cocreation practices on well-being

Drawing on three studies using data from six separate samples of 1151 health care customers, the authors investigate cocreative customer practices, modeling the effects of customer value cocreation practices on well-being. Results highlight that while positive interactions with medical staff (doctors) lead to increased well-being through engaging in coproducing treatment options, interactions with friends and family and their associated cocreated activities have an even greater positive effect on well-being. Furthermore, several other customer directed activities have positive indirect effects. Interestingly, activities requiring change can have a negative effect on well-being, except in psychological illnesses, where the opposite is true. The authors conclude with theoretical and managerial implications, highlighting that if interactions and activities with medical professionals are supplemented with customer-directed activities, the positive effect on well-being is significantly enhanced. (C) 2016 Elsevier Inc. All rights reserved

The changing role of the health care customer: review, synthesis and research agenda

Purpose - The purpose of this paper is to synthesize findings from health care research with those in service research to identify key conceptualizations of the changing role of the health care customer, to identify gaps in theory, and to propose a compelling research agenda