Organisational culture as a moderator in the High-Performance Work Systems [HPWS] innovative work behaviour relationship: Evidence from Ghanaian higher education

Abstract

This study examines the moderating role of organizational culture in the relationship between High-Performance Work Systems (HPWS) and employees’ innovative work behaviour (IWB) in public tertiary institutions in Northern Ghana. A quantitative approach and cross-sectional survey design were adopted. Data were collected from 322 academic staff through self-administered questionnaires. Confirmatory Factor Analysis and Structural Equation Modelling were used to validate the measurement model, while the PROCESS macro was employed to test the moderation effect. The findings revealed that HPWS had a significant positive effect on employees’ innovative work behaviour. The moderation analysis further showed that organizational culture had a positive strengthening effect on this relationship. Specifically, the positive influence of HPWS on innovative work behaviour became stronger when employees perceived higher levels of organizational support for innovation, recognition of creativity, outcome excellence, and task-related competence. Thus, supportive organizational culture enhances the effectiveness of HPWS in promoting innovative behaviour among academic staff. The study extends the Ability–Motivation–Opportunity framework and Social Exchange Theory by demonstrating that the effectiveness of HR practices is contingent on the cultural environment in which they are implemented. The findings provide practical implications for university leaders, HR managers, and policymakers, particularly in sub-Saharan African public institutions. Institutions should complement formal HR practices with a culture that promotes creativity, collaboration, recognition, and psychological safety.