THE RELATIONSHIP BETWEEN INNOVATIVENESS AND RESISTANCE TO CHANGE AND PERCEIVED PERFORMANCE: A FIELD STUDY ON FOOD AND BEVERAGE ENTERPRISES IN BISHKEK


Innovativeness, expressed as willingness to change, taking risks, being open to experiences, is a phenomenon that brings change. However, resistance to change, which appears as a stance against changes, refers to a reaction by those affected by innovations and changes. In this research, the relationship between innovativeness, resistance to change and perceived performance was examined. In this research, employees' point of view towards innovation, their opinions about resistance to change and performance perceptions were measured. The relationship between them is presented in detail as the findings of the study. Food and beverage enterprises operating in Bishkek, the capital of Kyrgyzstan, were selected as the sample. A questionnaire was used in the study. The answers to the questionnaire questions were obtained through a 5-point Likert-type scale. The total number of survey forms used is 132. In the study, firstly, the validity and reliability of the scales were tested by using explanatory factor analysis. In the correlation and regression analyzes, the following results were obtained; 1) There is a significant relationship between innovativeness and resistance to change, 2) There is a significant relationship between innovativeness and perceived performance, 3) There is a significant relationship between resistance to change and perceived performance. In today's world where there is intense competition, businesses have to create an innovative organizational culture in order to be a pioneer in the sector or at least not to fall behind. Such an organizational culture can be created with employees with innovative spirit. Businesses should have the main goal of establishing a team with a high level of innovation perception by focusing more on the innovative personality in employee selection and recruitment processes.


Keywords


Innovativeness, Resistance to Change, Perceived Performance, Kyrgyzstan, Bishkek

Author : Mehmet ULUTAŞ
Number of pages: 2597-2622
DOI: http://dx.doi.org/10.29228/TurkishStudies.39224
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Turkish Studies-Social Sciences
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