Combined effects of organizational cultural activities

and Psychological capital on the innovation: Evidence

from Banking Sector in Punjab Pakistan

Research Proposal

Lahore -54660, Pakistan.

Muhammad Umer Riaz

Cell: 0092332-4866279

E-mail: umer13585@gmail.com

2017-2018
Abstract

Purpose
The central part of this research study aims to examine the main effects of organizational
cultural activities as participative decision making, continuous improvement and leadership
& management and also examine the moderating influence of psychological capital as
optimism and resilience lead to being an innovative organization from the employees
perspective in public and private banks operating in Punjab Pakistan

Design/Methodology/Approach
The snowball sampling technique and purposive sampling technique research approach and a
qualitative and quantitative approach utilizing questionnaires, semi-structured interviews and
involved 167 white collar participants usually managers, sales officers and front desk bank
employees in different cities of Punjab of Pakistan

Findings
The paper shows that organizational cultural activities like participative decision making,
continuous improvement and leadership & management and psychological capital like
optimism and resiliency were the main factors in promoting innovation in banking sector of
Punjab Pakistan

Limitations
Time restriction, it is limited to the public and private banking sector in Punjab Pakistan

Practical Implications
HRD practitioners must create culture and innovation in the entire process to create
competitive advantage. Organizational cultural like ambiguous policies & procedures, poor
coordination and lack of proper feedback and guidance to minimize the effects on employees

Originality/Value
The creativity, psychological capital and innovation developed through HRD involvement.
This will help in increasing financial performance which is important for industry sector
which enhance customer satisfaction and customer retention

Key Terms
Organizational culture, psychological capital, innovative organization, banking, employment
and Pakistan

1. Introduction
1.1- Banking Sector and its Application to Economic development
The different economists have different views about the banking sector and its application to
economic development in Pakistan. The acceptance of deposits and the heart of banking is
TRUST. The banking sector plays an important role in the growth of Pakistani economy. A
critical role of banking in economic position and development. The factors like capital
formation, mobilization of savings, availability of funds, implementation of modern
technology, development of agriculture and industrial sector, research & development,
remove budget deficit and surplus in balance of payment play a major role in economy of any
country. Finance is the life blood of production and banking sector is the departmental stores
of finance. The economic development without banking sector not possible Cooper &
Kleinschmidt (1987).
1.2- Banking sector and its Application to Economic Growth
The link between banking sector and its application to economic growth is largely missing in
Pakistan because it is far from an integral part of an economic growth. The factors of
economic conditions may be categorized in any country like low growth, high inflation, large
fiscal deficit, FDI, increasing debt level, unbalanced security situation and growing energy
crisis may badly effect on economic development. Due to low economic environment, the
governments generally depend on the banking sector to fulfill the problem of borrowing.
Banking sector of Pakistan is not maintaining to high long term economic growth. It is only
averaging 7% per annum in poverty levels and living standards of population Roberts & Amit
(2003).
1.3- Role of Pakistani Government and its Application to Policy Development Since 1947
After independence of Pakistan in 1947, the government plays an important role in economic
development of this country. The high percentage of economic growth to take out of
population from poverty. The concept of rapid industrialization is very important in the
development of its economy. In the late 1960s, the Pakistani country was considered as an
example for other developing countries. The important concept of income distribution is very
important and distribution of income is a compulsory goal of government policy. The
economy and industry was dominated by the muhajirs bought capital and by using their own
resources major part of investment and after this they start trading firms and moved into an
industry in the 1950s Ahmed (1998).
1.4- Pakistani Economic Growth and its Application to Living Standards of Human
In the late 1960s, dissatisfaction with economic conditions and distribution of income, wealth
and economic power problems that always decrease the living standards of human in the
country. The famous chief economist named Mahbubul Haq of the Planning Commission
argued that in the late 1960s this problem happened because many economists indicated that
the 42% of the public industrial assets was owned by the 40 industrial groups and more than
50% of the private domestic assets and also controlled the commercial banks. The Pakistani
economy growth has improved the living standards of human. The trickle down approach to
development (TDAD) technique is used to develop the economic growth Ahmed (1998).
1.5- Pakistani Government and its Application to Economic Development
The Pakistani government plays a critical role in liberalizing in economy and a problem of
growing budget deficit occurs which leads a loss of confidence in foreign aid donors. A
former vice president named Moeen Qureshi of World Bank argues that the nation was near
bankruptcy and to save from bankruptcy it requires a number of measures to improve fiscal
problems. For this issue, the government takes a necessity steps like an increase in utility
prices, new taxes and reduction in government spending Ahmed (1998).
1.6- Banking Sector Contribution and its Application to GDP and FDI as a Service Sector
It is estimated that the public and private banking sector to GDP is about 7.7% of total GDP
and banking sector intermediation measured by total loan as a GDP is 30% and the banking
sector generated employment about 1.5 millions. The average GDP is about 3.7% in year
2014 and average FDI is about 1.45 billion in year 2014 State Bank of Pakistan (SBP) Report
(2013-2014).
1.7- Organizational Culture and its Application to Innovation
In various organizations adopted hierarchical culture in which the employees are known what
work they performed. The effective leaders and formal rules and regulations in the
organizations but in this paper adopt adhocracy culture in which the work is creative. The
leadership takes the organization towards innovation and long term sustainability and depend
on rapid growth and continuous changes Cameron & Quinn (2006). Creativity and innovation
are closely relationship with each other but both is an opposite term. Many organizations put
many ideas but not implemented Hussey (1997). The creativity is termed as originality
Mascarenhas (2011). Innovation put new proposals into a new product, process and services
which results in profit of business Kuniyoshi, John & Tadao (1988). The concept of
innovative organization is that the employees share information and confidence with each
other Zhou & Shalley (2008). It is a challenge for the Pakistani banking sector to improve
their weaknesses to create the competitive advantage to survive in a competitive world. As a
result innovation is a very important role in getting competitive advantage and is an important
tool for maintaining future sustainability Denton (1999); Drucker (1985); Lin & Liu (2005);
Tran (2008). The previous studies about the organizational culture shows that it is an
important tool in organizational success and positive impact on innovation Tushman &
OReilly III (1997). The characteristics of the organizational culture are very important
concept in organizational innovation. The characteristics of organizational culture are
participative decision making, continuous improvement and leadership & management and
innovation. To attain this goals in organization by examining the top ten banking sector of
Punjab.
1.8- Psychological Capital and its Application to Innovation
Psychology is the treatment of mental illness and in the late 20 th century psychology termed
into positive psychology which relates that to guide a more productive and meaningful life in
a human being. The positive and development state of an individual by self efficacy, hope,
optimism and resiliency, in the previous paper worked on self efficacy and hope but in this
current study focus on optimism and resiliency. Optimism as an important concept what an
employee can do or cant do so about the organizational tasks and optimism strengthens the
hope and efficacy. Resiliency as an important concept in PsyCap that an ability to take out
from stress, conflict, failure, change or increase in responsibility Bandura (2012).

2. Working Title
Combined effects of organizational cultural activities and Psychological capital on the
innovation

2.1. Statement of Problem

Organizational Culture & Psychological capital and its Application to Innovation
The numerous studies have investigated the subject of organizational innovation through
culture but this studies focussing on the influence of organizational cultural activities like
participative decision making, continuous improvement and leadership & management and
psychological capital like optimism and resiliency through innovation because employees
play an important role in developing innovative cultures and most important PsyCap factors
developed the employees productivity. A lack of influence of an individuals psychological
resources on the relationship between organizational culture and innovation. Mostly these
studies conducted in the western context of multinational companies but in this paper study
conducted in the applicability of top 10, 5 public and 5 private banking sector in eastern
settings in Punjab Pakistan.

2.2. Aims of Study

To fulfil this gap, the study aims to investigate that
To analyze the influence of organizational culture on innovation
To explore the moderating effect of PsyCap between organizational culture and innovation
2.3. Significance of study
The contribution is that the study presents an innovative way to perceive organizational
culture and psychological capital through innovation. The PsyCap is the new term in
Pakistani context. This research provides the importance of organizational innovation and
organizational culture on each other and managers get idea how organizational culture and
innovation to get future sustainability. The research also contributes the highlights the
importance of psychological capital for better innovation and PsyCap is very important tool
for better efficiency of employees to attain future sustainability.

2.4. Theoretical Contributions

There is a gap between organizational culture and innovation that organizations missing and
to fulfil that gap this study. Many organizations in Pakistan are not innovative because their
managers and leadership not know more about culture and innovation in the knowledge
economy. The study provides empirical evidence of the effects of culture and PsyCap on
innovation. The PsyCap largely affects the employees and enjoys the profit and employees
are loyal to the organization which ensures the future sustainability and the most important
PsyCap will develop the employee performance which shows future sustainability.

2. Theory & Hypotheses

2.1- Organizational Culture and its Application to Innovation
Knowledge-intensive organizations seek to promote innovation to get competitive advantage
(Kogut and Zander 1996). Organizational culture is an important role in creativity and
innovation within the organization. There are many classifications of organizational culture.
The organizational culture related with many cultural symptoms such as stories, formal
procedures, formal and informal practices, language and the physical planning Martin (2002).
The norms and values in the organization among employees Hill (2007). The organizational
culture is a communication between principles and knowledge & skills of employees and an
organizational culture can change according to the external environment Martins &
Terblanche (2004).
However the organizations also strategically manage the organizational culture to guide the
creation of new work relations and encourage innovation. This study is about the
organizational culture activities like the participative decision making, continuous
improvement and leadership & management. The organizational culture is an important tool
in which the organizations improve employees and overall productivity. The employees are
self decision making and motivated to share new ideas to increase organizational
performance Catlin & Matthews (2002). There is a positive affect between the organization
culture and innovation Wichuwan & Oranuch (2014).
H1 (a): There is a significant positive impact of organizational culture on innovation
2.2- Participative Decision Making & its Application to Innovation
The symbol of successful organizational culture is that principles and knowledge, skills &
relationship between employees show that everyone in the organization is associated with
culture. The most important tool of organization is an employee self decision making. In the
fit organizational culture, an employee contributes their proposals and observations.
The decision making process is very important tool of an organizational culture because in
many organizations, the employees always complaint to top management that not listen
proposals and observations from employees that reduce employee efficiency. For this issue,
the top management behave friendly environment to share new proposals to increase
efficiency of employees Zhou & Shalley (2008). Thus participative decision making is
positively associated with innovation Wichuwan & Oranuch (2014).
H1 (b): There is a significant positive correlation of participative decision making on
innovation
2.3- Continuous Improvement & its Application to Innovation
The organizational culture is the life blood of an innovation process that enhances continuous
improvement. The learning ability process is an important concept in the organization via
related to new proposals and observations Dodgson (1993). The term continuous
improvement is to develop the product, process or service quality of an organization.
Continuous improvement not also developed in manufacturing but also developed in service
and trade organizations Jagdeep & Harwinder (2009).
The concept of continuous improvement is very important tool for innovative organization. In
the manufacturing sector, the continuous improvement is one the important procedure to
enhance performance and innovation within the organization. The continuous improvement
project enhances employees to work with scientifically and creativity Wichuwan & Oranuch
(2014). It is a very important role in the creativity and value addition Weerawardena, OCass
& Julian (2006).
The continuous improvement culture is a strong positive relationship of the innovative culture
and innovation Skerlavaj, Song & Lee (2010). The relationship between continuous
improvement and innovation performance was empirically tested Algere & Chiva (2008). The
continuous improvement facility is nominated by risk taking and external environment.
Entrepreneurship and innovation are persuaded by the continuous improvement facility. The
high continuous improvement facility is more innovative than low continuous improvement
facility Tohidi & Jabbari (2012). The continuous improvement is positively associated with
innovation Wichuwan & Oranuch (2014).
H1 (c): There is a significant positive impact of the continuous improvement on innovation
2.4- Leadership & Management and its Application to Innovation
Leadership and management play an important role in innovation and key sources of the
organizations. Leadership and management take the organization upward and downward in
sense of innovation. The managers and supervisors role not only in managing the employees
but fulfil their roles as a teacher and advisor for their subordinates. This advisory role is an
important tool to enhance creativity Wichuwan & Oranuch (2014).
There are four characteristics of leadership and management has many responsible
authorities, goals, logics and productivity which produce the leaders and managers of
tomorrow. The concept of visionary leadership states that the senior leaders put directions,
produce customer focus, high expectations, stakeholders and development of leadership and
management Nanus (1995).
The situational leadership model Hersey & Blanchard (1969). This model explains that the
knowledge, skills, abilities, confidence, commitment and motivation to complete that tasks
Hersey, Blanchard & Johnson (2001). Tridimensional leader and manager effectiveness
model was developed to measure the aspects of leader and manager behaviour as style, style
flexibility and leadership effectiveness Hersey & Blanchard (1969).
Leadership and management play a mediating and encouraging role in innovation and change
in the organization Lin & McDonough III (2011). Leadership and management support the
employees to create new proposals and focus on problems from every sides to enhance
creativity in the organization to get competitive advantage Amabile (1997). The leadership &
management is positively associated with innovation Wichuwan & Oranuch (2014).
H1 (d): The leadership & management is positively associated with innovation
2.5- Organizational Cultural Activities and its Application to PsyCap
The organizational culture is a communication between principles and knowledge & skills of
employees and an organizational culture can change according to the external environment
Martins & Terblanche (2003).
However the organizations also strategically manage the organizational culture to guide the
creation of new work relations and encourage innovation. This study is about the
organizational culture activities like the participative decision making, continuous
improvement and leadership & management. The organizational culture is an important tool
in which the organizations improve employees and overall productivity. The employees are
self decision making and motivated to share new ideas to increase organizational
performance Catlin & Matthews (2002). PsyCap consists of four parts like hope, self-
efficacy, optimism and resiliency Luthans, Youssef & Avolio (2007). The hope and self-
efficacy is the most significant Luthans, Avolio, Avey & Norman (2007); Stajkovic &
Luthans (1998a) & Youssef & Luthans (2007). The term efficacy states that the employee
confidence about abilities to enhance motivation and successfully complete a specific task
within a given circumstances Stajkovic & Luthans (1998b). The term hope states that the two
positive motivational state action (goal directed power) and paths (planning to meet goals)
Synder, Irving & Anderson (1991).
Individuals who have high PsyCap are the competencies of self-regulation Bandura (1997). It
gives the employees to start with energy and self-discipline to fulfill their goals Luthans &
Youssef (2007). PsyCap put individuals in confidence to complete tasks and positive thinking
to enhance effective performance and more satisfaction towards their job. The COR theory
helps the employees for resources such as PsyCap in handling the stressors. The individuals
who has key sources as PsyCap helps in selecting, changing and implementing resources to
get stressful demands Hobfoll (2002). The concept self-efficacy forecasted low depression
and violent behaviour which results in good grades. The individuals who have high self-
efficacy are more successful and feel confidence to meet negative response, worries and
problems Bandura & Locke (2003). When individuals are put in organizational activities and
methods their PsyCap reduce resource committed with these activities, minimize the stressors
and also minimizing the effect on outcomes Bandura & Locke (2003); Seligman &
Csikszentmihalyi (2000). The optimism and resiliency are the strong characteristics to
enhance innovation. There is a positive affect between the organization culture and PsyCap
and optimism and resiliency positive significant Wichuwan & Oranuch (2014); Abbas et al.,
(2014).
H2 (a): The organizational cultural activities are positively associated to PsyCap
H2 (b): The organizational cultural activities are positively associated to optimism
H2 (c): The organizational cultural activities are positively associated to resiliency
2.6- The Moderating Role of PsyCap and its Application to Innovation
The PsyCap are very important concept for innovation because it is related to the positive and
development state of an employee for effective organization. It is basically deal with mental
illness of employees. The conservation of resource (COR) theory concept is very important
for PsyCap suggested that it is a solid resource reservoir Hobfoll (2002) and reduce the
negative effects on work outcomes Hobfoll (2011). The study of PsyCap is a core concept
and moderating role in the organizational culture and innovation and obtained further
knowledge in this domain.
The positive organizational behaviour is the central part on the positive powers and security
of individuals in the workplace Luthans & Youssef (2007). The constructive psychological
approaches concept suggest that in one side of coin what is right with people rather than on
(and) in other side of coin the traditional approaches of what is wrong with people Luthans
(2002). This concept put in two sides of coin named the term psychological capital Avey,
Luthans & Youssef (2010).
PsyCap consists of four parts like hope, self-efficacy, optimism and resiliency Luthans,
Youssef & Avolio (2007). The hope and self-efficacy is the most significant Luthans, Avolio,
Avey & Norman (2007); Stajkovic & Luthans (1998a) & Youssef & Luthans (2007). The
term efficacy states that the employee confidence about abilities to enhance motivation and
successfully complete a specific task within a given circumstances Stajkovic & Luthans
(1998b). The term hope states that the two positive motivational state action (goal directed
power) and paths (planning to meet goals) Synder, Irving & Anderson (1991).
Individuals who have high PsyCap are the competencies of self-regulation Bandura (1997). It
gives the employees to start with energy and self-discipline to fulfil their goals Luthans &
Youssef (2007). PsyCap put individuals in confidence to complete tasks and positive thinking
to enhance effective performance and more satisfaction towards their job. The COR theory
helps the employees for resources such as PsyCap in handling the stressors. The individuals
who has key sources as PsyCap helps in selecting, changing and implementing resources to
get stressful demands Hobfoll (2002). Hope will act as a self-defending manager against the
mental illness, dependent on other employee and dysfunctional behaviour Seligman &
Csikszentmihalyi (2000). The concept efficacy forecasting psychosocial effects between high
school students Caprara, Barbaranelli, Pastorelli & Cervone (2004).
The concept self-efficacy forecasted low depression and violent behaviour which results in
good grades. The individuals who have high self-efficacy are more successful and feel
confidence to meet negative response, worries and problems Bandura & Locke (2003). When
individuals are put in organizational activities and methods their PsyCap reduce resource
committed with these activities, minimize the stressors and also minimizing the effect on
outcomes Bandura & Locke (2003); Seligman & Csikszentmihalyi (2000). The optimism and
resiliency are the strong characteristics to enhance innovation. Thus the moderating role of
PsyCap is positively associated with innovation Wichuwan & Oranuch (2014).
H3 (a): The PsyCap is positively correlated with innovation
H3 (b): The optimism is positively associated with innovation
H3 (c): The resiliency is positively associated with innovation
H3 (d): The PsyCap mediates the relationship between organizational cultural activities and
innovation

3. Theoretical Framework
Research Framework
The conceptual framework examines the relationship between organizational cultural
activities with innovation and also examines the moderating effect of the PsyCap on
innovation of the company.

3.1- Drivers of Organization Cultural Activities

The participative decision making, continuous improvement and leadership & management
as the independent variables

3.2- Drivers of PsyCap

The PsyCap includes optimism and resiliency would be better understanding of employees
and strong competitive advantage as a moderating variable

3.3- Drivers of Controlled Variables

Name, age, position, tenure, education, organization and location as control variables.

3.4- Drivers of Innovation

The innovation as a dependent variable

The innovation is a critical strategy for new technology.

Infact, in a review of the large body of the relevant literature found that empirical results of
prior studios have been mixed, with over two-thirds of the studies finding a positive
relationship between organizational culture and firm innovation.
Empirical results are that most studies have not examined factors that PsyCap may moderate
the strength of the relationship between culture and firm innovation.
A highly interesting setting for examining the role of innovation in new technology venture
performance, highlights in this respect are also important as they may inform managers on
the conditions and strategies appropriate to enhance the effectiveness of a innovation strategy.

3.5- Theoretical Framework

Psychological Capital

Optimism

Resiliency

Organizational Cultural Activities

Adhocracy Culture Innovation

Participative Decision Making

Continuous Improvement

Leadership & Management

Fig: The organizational cultural activities and psychological capital

on the innovation

4. Research Question
The current study will explain the combined effect of organizational culture and PsyCap on
innovation in top 10 banking sector in Pakistan. The following research questions to be
addressed:

What are the dimensions of organizational cultures activities and psychological

capital on innovation in banking sector of Pakistan?
How do these dimensions enable organizational innovation and psychological capital
in banking sector of Pakistan?

5. Methodology
The mixed method approach quantitative and qualitative approach will be used, where
structured questionnaires and structured interviews would be based on the study. This survey
will be cross-sectional in nature.
5.1. Rationales of Mixed Method Approach
Mixed method research provides more evidence for studying a research problem than either
qualitative or quantitative research alone and quantitative approach shows the organizational
culture & innovation and qualitative approach shows the management of the organization
which play an important role in adopting these strategies

6.1 Data Collection Method

The data collection tools used in this survey research will comprise a questionnaire and
interview designed. From the literature review the research approach is a quantitative and
qualitative sample is selected from the employees of banking sector with the help of
structured closed ended and open ended questionnaire and interview from the management of
an organization. The sample size is 167 the rationale behind the small sample size is that due
to time restriction and limited to only Punjab banking sector of Pakistan. For this issue, the
snowball sampling technique and purposive sampling non-probability technique is used.
Their age profile ranges from 25 to 40 years, doing jobs in bank for at least six months
includes either they are loyal or have switched to the other banking sector.

6.2 Sample
The unit of analysis is the private and public banking sector of Punjab Pakistan. The
population of this study will be the banking sector of Punjab Pakistan from both public and
private sectors of Punjab Pakistan. Snowball and purposive sampling technique will be used
to generalize the finding to ensure equal representation of both the genders i.e. males and
females.
Purposive Sampling Technique
Sample with a purpose in mind, specific groups are seeking (stop various people and asking
you could interview them), thats why conducting a purposive technique.
Snowball Sampling Technique
It is a very popular technique in which the respondents are contacted and know anybody with
the characteristics that for beneficial for research.
Marketing Administration (2006).

6.3. Measures of Variables

All constructs will be measured through questionnaire. The responses for all constructs
except PsyCap by using 5 items Likert scale with the responses 1= strongly disagree, 2=
disagree, 3= neither disagree/ nor agree, 4= agree and 5= strongly agree. The respondents for
PsyCap by using 6 items Likert scale with the responses 1= strongly disagree, 2= disagree, 3=
somewhat disagree, 4= somewhat agree, 5= agree, 6= strongly agree.
Organizational Culture Measures
It measures the participative decision making, the continuous improvement and the leadership
& management. The culture divided into two parts, in part one what the present
organizational culture is and in part two what the future organizational culture is? by using 12
items (4 items) from the Organizational Culture Questionnaire Wichuwan & Oranuch (2014).
PsyCap Measures
It measures optimism and resiliency by using 12 items (6 items) from the Psychological
Capital Questionnaire Luthans, Youssef et al., (2007).
Innovation Measures
It measures by using 5 items from the Innovation Questionnaire Bruno (2012).

7. Theoretical Contributions
Asian banks play an important role in global economy. The management and HRD
practitioners doubt about the implementation of PsyCap concept in Pakistan. This study
shows that the drivers of the organizational culture and innovation affect the organizational
performance and marketing fit. The organizational culture and innovation and the moderating
role of PsyCap positively affects innovation and future sustainability. The study provides
empirical evidence of the effects of culture and PsyCap on employee performance. The
innovation and PsyCap of employees take place in organization and increases the market
share and enjoys the profit which ensures the future sustainability.
7.2. Managerial Implications
The managerial implication of the present future is the need for a company to understand the
nature of its competitive environment. The companies need excellence and in preparing
themselves for the day after tomorrow. It is the greater chance for organizations to check
again the organizations hiring methods of individuals characteristics as optimism and
resiliency. It gives the employees to get the psychological resources of employees that will be
beneficial for stressful working environments. The managers should realize that the
organization enjoys and ensuring the companys future sustainability which is an important
goal of all organizations.
7.3. Strengths
The concept of PsyCap is significantly impact on employee performance and gives strong
factor of PsyCap on innovation and employee performance. The PsyCap plays a neutral role
for the understanding of employees mentality and organizational effectiveness.
8. Room for Change
There is a room for change in organizational culture and psychological capital be a part of
organizational culture so that if PsyCap of employees maintain then employees perform
effectively and efficiently to improve their worth.

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