As defined by Professor Ramamoorthy innovative work behaviors refer to the extent which a person will provide its employer with ideas that can add business value to the organization, seeks support for his/hers ideas within the organization and finally implements them. Innovative work behavior has proven to have an important statistical correlation to the innovation capacity of a firm.

• There is not a significant correlation between gender and years of work experience as regards to innovative work behavior.


• The perception of an obligation to innovate and to contribute within a company was demonstrated to have a positive correlation with innovative behavior.


• The highest correlation level to innovative behavior was found in the level of job autonomy or the level of control over one's job.


• The level of external collaboration (customers, suppliers, universities) in a company was found to be closely related to the employees' level of an innovative behavior. 


• Likewise, a formal system that captures new ideas is positively correlated to innovative behavior.

  Company support of creativity and internal learning systems is also closely related to employees' innovative behavior.

  Innovation leadership and a clear communication strategy from the executive level are positively correlated to innovative behavior.

Innovation practice refers to how innovative the employees perceive their company to be. Is their company a leader in innovative strategy? Does the company work closely with clients to develop new products and services both within and outside their company? Do they have an agile chain of command that allows them to take quick decisions? Does the company have a structure, organization and culture that promote innovation?

All these facts about innovation practices grouped together have been shown to have a direct influence on a company's innovation capacity.

• 85% of the participants understood that innovation is fundamental to being competitive.


• While 62% believed that senior management was involved in supporting innovation, 58% of the participants said they have not received clear guidelines on the areas in which they were expected to innovate. As one of the highest correlations between innovative work behaviors and innovation practices was found to be the obligation to innovate, this los scoring could explain why companies in Spain scored low on innovation capacity.


• 65% of the survey's participants felt that there was a positive environment within which to contribute new ideas. However, the transformation of ideas into business projects is low, and is directly related to the fact that companies do not have formal systems to capture ideas, nor systems of recognition and reward for new ideas as well as a very low scoring on the planning brain preference.


• 59% of participants believed that structures and internal processes within companies did not promote innovation.


• It was felt that there was an absence of systems for the selection of innovation projects and measurement tools to identify where and how innovation could be improved.


• Despite good relationships between customers and suppliers, 35% of the participants did not know what their customers' needs were and 47% did not work with their customers in exploring and developing new products, processes or services.