In the context of globalization, technological advances, and the development of the knowledge economy, organizations must innovate to remain competitive. Recently, the call for innovation in public and nonprofit sector organizations has increased. These organizations, which rely on tax exemption, state allocations, or charitable contributions, must innovate for practical and symbolic reasons. While many factors contribute to innovation capacity, a key variable - employee perceptions of organizational support for innovation - is an influential variable. In several studies, employees who perceived greater organization supported innovation were more likely to behave in innovative ways. Research indicates that perceptions of organizational support for innovation may be affected by organizational trust and individual resistance to change. The purpose of this study was to conduct an exploratory investigation of perceptions of organizational support for innovation among employees of a nonprofit credit union in a Midwestern state. Associations among organizational support for innovation, resistance to change, organizational trust, and several independent variables were measured. A web-based survey, made up of previously tested scales, was distributed to 534 employees and completed by 345, for a 64.6% response rate. Three methods were used to test the hypotheses: principal components analysis, multiple regression analysis, and path analysis. Several significant direct associations were found. As organizational trust and work engagement increased, organizational support for innovation also increased. As resistance to change, conflict, and level of education increased, organizational support for innovation decreased. Two significant interaction effects were also found; the interaction variable of organizational trust and education, and the interaction variable of resistance to change and participation in the innovation workshop each contributed significantly to the model. Importantly, when intervening and independent variables were combined in regression models with organizational trust, only organizational trust showed a significant predictive relationship. Using path analysis, organizational trust was the most important variable in explaining perceived organizational support for innovation. Ranking second and third in importance were conflict and resistance to change. Implications from the study's findings are relevant for organizational strategy, management, and practice. Strategically, leaders must prioritize innovation activities, address differences in disposition among employees, and supply adequate resources. Strategic efforts must also account for the complex stakeholder demands and values that are unique to the nonprofit sector. Managerially, building systems trust, resolving destructive conflict, and leading effectively are of paramount concern to the innovation capacity of nonprofit organizations. Finally, several discrete practices, including appealing to the internal motivation of nonprofit employees, engaging employees in innovation activities, and assuring trust is integrated in innovation systems, are recommended.

Employee empowerment has long been associated with organizational outcomes such as innovation, greater effectiveness, and better performance. Non-academic professional employees in higher education are responsible for the important day-to-day operations of a university; therefore, organizational strategies such as employee empowerment that encourage initiatives and innovative behaviors among them may become crucial to the long-term survival of today's colleges and universities. Surprisingly, non-academic professional employees in higher education have received little attention in the scholarly literature. The purpose of this study was to investigate the relationships between the levels of empowerment and perceived organizational support for innovations and organizational trust among non-academic professional employees within a public comprehensive university in a Midwestern state. The study also tested the hypotheses that organizational trust may affect perceived employee empowerment and influence the relationship between perceived organizational support for innovation and employee empowerment. A survey instrument was distributed by email to all eligible professional and scientific employees (N = 558) in the selected university. Data were collected using a web survey method. A total of 255 completed instruments were returned, which yielded a 45.7% net response rate. Overall, there was substantial evidence supporting a relationship between empowerment and the four distinct cognitions of empowerment, supporting the notion that empowerment is the "gestalt" of the four dimensions. Perceived organizational support for innovation was a significant predictor of employees' perceived empowerment among non-academic professional employees. The respondents who reported higher levels of perceived organizational support for innovation perceived higher levels of empowerment. The study's findings indicated the influence of organizational trust on empowerment. The findings also showed administrative responsibilities had a positive direct effect on organizational support for innovation and a positive indirect effect on empowerment. Knowing that the success of empowerment initiatives may depend on the extent to which organizational members feel valued and affirmed, which requires an organizational climate that they perceive as supportive of innovation, change, and risk-taking behaviors, administrators in higher education can maximize their organizational strategies by acquiring internal mechanisms that can stimulate and encourage new ideas for innovation proposal, adoption, and implementation to occur.

The purpose of the current study was to examine the level of support for innovation and individual creativity as potential mediators of relationship between managerial task performance, managerial contextual performance, organizational financial performance and employee performance in non-profit sport organizations in Turkey. For the purpose of the study, 721 volunteer managers and employees from 21 Department/School of Physical Education and Sport (D-SPES) and 23 Province Directorates of Youth and Sport (PDYS) were participated in the study. Individual Creativity Scale, Support for Innovation Scale, Managerial Task Performance Scale, Managerial Contextual Performance Scale, Organizational Financial Performance Scale, and Employee Performance Scale were used for data collection. Results of the Structural Equation Modeling (SEM) analysis revealed that the model adequately describes the data for the sample and the fit indices were all within the acceptable thresholds. The model accounted for 68% variance in support for innovation, 0.7% variance in individual creativity and 44% variance in employee performance. These results suggested that support for innovation and individual creativity significantly mediate the effects of managerial task performance, managerial contextual performance and organizational financial performance on employee performance.

The study aims to identify the impact of adopting the program for Centers of Support for Innovation Management (Programa de Núcleos de Apoio à Gestão da Inovação - NAGI) on management control. This descriptive research carried out a survey, having as sample 12 Brazilian companies that joined the program. Data were analyzed using descriptive statistics and information entropy. Results showed that companies started using the researched systems more intensively, especially performance evaluation, strategic planning, contribution margin, simulations and budget. It was found that the companies started to use financial statements for decision-making, and strategic planning became a standard management control practice. The changes in management control practices after introducing innovationsystems in the organizations were consistent with those observed by Sulaiman and Mitchell (2005), especially in planning, control and financial practices. / El estudio tiene como objetivo identificar los efectos causador al adoptar el Programa de Núcleos de Apoyo para la Gestión de Innovación (Programa de Núcleos de Apoio à Gestão da Inovação - NAGI) en las prácticas de controlde gestión. El estudio descriptivo se realizó a partir de una encuesta, con una muestra de 12 empresas brasileñas adheridas al programa. Los datos fueron analizados con estadística descriptiva y entropía de la información. Losresultados muestran que las empresas comenzaron a utilizar más los sistemas investigados, destacándose la evaluación del desempeño, la planificación estratégica, el margen de contribución, simulaciones y presupuesto. Se encontró que las empresas comenzaron a utilizar los estados financieros para tomar decisiones; y la planificación estratégica se ha convertido en una práctica de control de gestión adoptada de forma homogénea. Los cambios ocurridos en el control de gestión después de introducir estas innovaciones en las organizaciones son consistentes con los cambios observados por Sulaiman y Mitchell (2005), especialmente en las prácticas de planificación, control y costeo. / O estudo objetiva identificar os reflexos da adoção do Programa de Núcleos de Apoio à Gestão da Inovação (NAGI) nas práticas de controle gerencial. Pesquisa descritiva foi realizada a partir de um levantamento, tendo como amostra 12empresas brasileiras respondentes do questionário que aderiram ao Programa. Os dados foram analisados com aplicação de estatística descritiva e entropia informacional. Os resultados mostram que as empresas passaram a utilizar com maior intensidade os artefatos investigados, destacando-se a avaliação de desempenho, o planejamento estratégico, a margem de contribuição, simulações e o orçamento. Constatou-se que as empresas passaram a utilizar as demonstrações contábeis na tomada de decisão e o planejamento estratégico tornou-se uma prática de controle gerencial adotada de forma homogênea. Os níveis de mudanças ocorridos nas práticas de controle gerencial com a introdução de inovações nas organizações coadunam com os observados por Sulaiman e Mitchel (2005), em especial nas práticas de planejamento, controle e custeio.