Managerial Conscientiousness and Organizational Innovation in Deposit Money Banks

International Journal of Research and Innovation in Applied Science (IJRIAS) | Volume V, Issue XII, December 2020 | ISSN 2454–6186

Managerial Conscientiousness and Organizational Innovation in Deposit Money Banks

Yvonne Somukieni Iwo-Brown
European Global School-University, Paris

Abstract
This study examines the extent to which managerial conscientiousness can relate to organizational innovation in deposit money banks. The research design for this study is the cross-sectional survey. Hence, 25 copies of research instruments were purposely distributed to managerial staff of five banks each in Port Harcourt namely UBA, Access Bank, Zenith Bank, Union Bank, and First Bank of Nigeria making the total of respondents 125. Data analyses were carried out using both descriptive and univariate analyses while our hypotheses were tested using Spearman Rank Order Correlation and partial correlation. The findings reveal that managerial conscientiousness significantly relates to the innovation of an organization and technology can always act as a moderator. Hence the study recommends that managers should be promoted based on their performance and Nigerian banks need to align with their counterparts abroad to improve service methods.
Keywords: Banks, innovation, organization, conscientiousness, managers

Introduction
The concept of innovation can never be overstated as long as we live in a complex and dynamic environment, Martins, Lopes & Barbos (2012). No organization can stand the test of time if they are not proactive in designing processes and methodology that fit into modern acceptable standards within their industry. With the introduction of ICT in the last decades, so many organizations have gone into extinction while some have become invisible and insignificant within their industry. Authors like Wolfe (1994) are of the position that there is no single theory that has explained the entire concept of innovation as each theory that was developed was only developed to fit into the condition of those who designed it. However, Wolfe (1994) further explains that previous studies on innovation have basically four lines which include lines dealing with the various stages of the innovation process, the second line consists of those attributes which surround innovation, the third line deals with organizational context while the fourth line consists of the underlying theoretical assumption behind innovation. Also, recent studies by scholars from various countries have documented that innovation and the types of innovation bring the financial value to firms and this in turn enhances firm performance (Rajapathirana & Hui, 2018; Spescha & Woerter, 2018)When we talk about organizational innovation, we mean new ways of doing things with the organization.

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