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Journal articles on the topic 'Innovation culture'
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1
Baruk, Jerzy. "Innovations, Innovation Culture and Innovation Level of Industrial Enterprises." Gospodarka Narodowa 180, no. 11-12 (November 25, 2002): 78–94. http://dx.doi.org/10.33119/gn/113872.
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Sherimmat, Avazov, and Saydamatov Farkhod Rajabovich. "Innovative Geographical Education - A Factor For Effective Formation Of Geographical Culture." American Journal of Social Science and Education Innovations 02, no. 10 (October 30, 2020): 279–85. http://dx.doi.org/10.37547/tajssei/volume02issue10-47.
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This article reveals the most common innovative technologies in geography education, the relevance of innovative geographical education, the main objectives of innovative geographical education, the tasks, basic principles (principles) of innovative geographical education and the factors of their effective formation of geographical culture. The teacher is taught to understand innovative geographical education as a method of forming a geocologically cultured (competent) student / student personality. Enlightenment (pedagogical) innovation is mainly covered by the following concepts - innovation, educational innovation, innovation, innovation, innovation process, innovation activity, pedagogical innovation, pedagogical innovation, pedagogical innovation process, pedagogical innovation activity.
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Mazur, Jolanta, and Piotr Zaborek. "Organizational Culture and Open Innovation Performance in Small and Medium-sized Enterprises (SMEs) in Poland." International Journal of Management and Economics 51, no. 1 (September 1, 2016): 104–38. http://dx.doi.org/10.1515/ijme-2016-0022.
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AbstractThis study investigates the links between organizational culture, the use of open innovation sources and the performance of SMEs. The main hypothesis of the study is that a special type of organizational culture (termed innovative culture), which fosters creativity, learning and inter-employee cooperation – will correspond with a greater scope of open innovation sources and higher levels of innovative, operational and financial performance. The study was based on a representative CATI survey of 473 SMEs operating in manufacturing and services industries in Poland. Our statistical analysis relied on building and testing structural equation model with the AMOS software. The findings confirmed a positive association between innovative culture and the scope of open sources of innovation. However, innovative culture had no direct effect on the percentage of sales from new and modified products, which is often used as a metric of innovativeness, but did show a positive influence on an index of operational performance and ROI. Such statistical patterns suggest that fostering innovative culture is beneficial to a company, though probably not through an increased number of product innovations, but rather via process, administrative and marketing innovations, as well as other gains in efficiency attained due to more streamlined employee cooperation and knowledge exchange. The study adds to the existing body of knowledge in management science by providing a better understanding of mechanisms underlying innovative culture’s impacts on open innovation practices and metrics of operational and financial performance in the context of small and medium enterprises.
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Новичков, Николай, and Nikolay Novichkov. "Freedom of Creation for Culture, Business, Innovation." Universities for Tourism and Service Association Bulletin 8, no. 2 (May 27, 2014): 91–95. http://dx.doi.org/10.12737/3881.
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The article raises a range of issues concerning innovations and their contribution to the development of
modern society and presents the author’s stance in the debate on the importance of freedom of creation for
the development of culture and innovations, as well as the role of innovation policy in the development of
various aspects of creative activity in Russia. Innovations are defined as new developments or pioneering
work that are applicable, valuable for the consumer, obviously productive and utilitarian, and commercially
feasible. The author emphasizes that the major essence of innovations lies in their exclusiveness, orientation
on and commitment to future market development, as, in the author’s view, it is the only approach to
defining innovation that spares national economies the also-ran status by enhancing their competitiveness
in the global goods and services market. The author gives special focus to the role of higher education in
the process of knowledge production and innovations, stressing the need for a reappraisal of values and a
shift of emphasis – from the degree run-of-the-mill towards knowledge production and innovations. The
article dwells on the current philosophical perspective on innovations as an individual’s isolated actions,
processes and an activity outcome, rather than an individual’s immanent need and the ends and means
of life. The author pays special attention to innovations in the humanities, whose in-demand rating in the
spheres of public production and consumption is frequently higher than that of innovations in technology
and engineering. In this regard, the author emphases the role of culture, which, along with science, serves
as a foundation for innovative and creative components of the economy of knowledge (or, the new economy)
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Hassan, Noor, Jaehoon Rhee, and Alisher Dedahanov. "Organizational Culture Influences on Creativity and Innovation: A Review." Global Political Review IV, no. II (June 30, 2019): 33–45. http://dx.doi.org/10.31703/gpr.2019(iv-ii).04.
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Due to the rapid change in technology, the world becomes more globalized, the success and survival of any organization build upon on its ability to stay creative and innovative. Innovation and creativity are the twin processes and have shown the greatest significance, achievement and sustainability to an organization. Innovation and creativity go hand in hand; greater creativity is a clue to more innovations. Innovation is one of the leading elements which inducing business success in a tremendously modest and vibrant way. The scholars and specialists have struggled to contribute to enhance and develop the awareness of the real management of innovation. Up to the present time, although the literature on innovation is growing quickly, very slight consideration has been waged to the administrative and executive matters relating to creativity. The aim of this paper is to review all the previous literature on the connection of organizational culture with creativity and innovation.
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Villena Manzanares, Francisco. "El impacto del compromiso por la calidad y la cultura emprendedora sobre el comportamiento innovador de la pyme manufacturera bajo un enfoque de dirección participativa." Dirección y Organización, no. 58 (April 11, 2016): 4–15. http://dx.doi.org/10.37610/dyo.v0i58.483.
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Esta investigación de carácter exploratorio, contribuye a explicar cómo afecta al comportamiento innovador de la pyme manufacturera dos filosofías empresariales. En concreto, se estudia el impacto sobre el comportamiento innovador del compromiso por la calidad y del fomento de una cultura emprendedora, bajo un enfoque de dirección participativa. Para ello se establece un modelo estructural con las relaciones entre dichas variables y se analiza con la técnica PLS (Partial Least Squares). Los resultados muestran que tanto una como otra postura afectan al comportamiento innovador de una manera muy similar.Palabras clave: comportamiento innovador, compromiso por la calidad, cultura emprendedora, dirección participativa.The impact of the commitment to quality and entrepreneurial culture on the innovative behavior of manufacturing SME under a participatory management approachAbstract: There is no doubt that innovation is the result of a complex process involving a number of actors and diverse knowledge, and also that affects all company activities. It is indisputable that the innovative behavior (the actions of the organization that implement new solutions at any organizational level in management), is key to achieve sustainable competitive advantages, as it allows companies to be flexible and to improve their ability to adapt to the market and show changes against the competition. Studies analyzing innovation in SMEs, highlight that innovation in these businesses is a process that is based primarily on the basis of their internal knowledge. Other studies indicate that SMEs, responsible for activating their innovation processes, are the customers themselves, due to new market needs or new technological developments, being RD limited innovation processes in SMEs. Moreover, the importance that culture plays in the innovation is widely acknowledged. The relationship between the two variables is mostly theoretical. There are few empirical studies focused on the relationship between culture and innovation, and most of them focused on some characteristic or trait culture (autonomy, risk mentality, market orientation, and employee management) rather than on ideals or cultural philosophies, contrary to what we do in this paper. Furthermore, the effects of certain types of culture on innovation are analyzed by few studies, in spite of not focusing on business environments. It is indisputable that innovative behavior is key to sustainable competitive advantages, as it allows companies to be flexible and to improve the ability to adapt to market changes. Therefore, finding the cultural values that encourage innovative behavior is relevant to business development. Presently, it is considered that the type of culture fostered by the organization can stimulate innovation, since culture influences the behavior of employees. As predicted by the literature, quality control oriented organizations tend to innovate on the basis of improving the control parameters, and consequently an innovation and learning-oriented organization has greater opportunities to address more radical innovations involving new technologies or break in the ideas. The objective of our research is to study the impact of commitment to quality and the promotion of an entrepreneurial culture on innovative behavior in manufacturing SMEs from the point of view of participative management. This requires a structural model where the relationships between these variables is established and analyzed through the PLS (Partial Least Squares) technique. The results will show that either one or another position is affecting innovative behavior in a similar way. Moreover, our study was carried out under a perspective of autocratic direction (measuring the views of the manager versus normative aspects), showing that the management style is not a variable, because it does not influence any business philosophies or cultures addressed in this work. The first consequence thereof is that the management style is the first key factor of management, and that business management is responsible to change or promote certain cultural aspects in a productive organization. Keywords: innovative behavior, commitment to quality, entrepreneurial culture, participative management.
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ANNING-DORSON, THOMAS. "ORGANISATIONAL CULTURE AND LEADERSHIP AS MEDIATORS OF SERVICE INNOVATION AND FIRM COMPETITIVENESS: A STUDY OF AN EMERGING ECONOMY." International Journal of Innovation Management 20, no. 07 (August 5, 2016): 1650064. http://dx.doi.org/10.1142/s136391961650064x.
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It has become imperative for researchers to mark out the institutional limits and conditions within which innovation is the most useful strategy and to establish the extent to which its efficacy is conditioned by innovative culture and leadership of the service firm. This paper makes contribution to the service innovation literature by showing the internal boundary conditions under which service innovation can effectively enhance the competitiveness of the service firm. An empirical research design comprised two sets of data collected from service managers; the first for validation and the second for structural analysis of our framework. Five service innovation dimensions were found and that innovation leadership partially mediated the relationship between the service innovations and a service firm’s competitiveness. Innovative culture also mediates the service innovations and competitiveness. In contrast to previous studies which examined the direct effect of innovation on competitiveness, our study found that the mediating role of internal conditions brings about complementarity of strategic assets which produces sustainable competitive advantage to the service firm. The practical implication is that service firms must be equally interested in creating a fundamental service philosophy through their culture and leadership to build competitive advantages.
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Strychalska-Rudzewicz, Anna. "The Impact of National Culture on the Level of Innovation." Journal of Intercultural Management 8, no. 1 (January 1, 2016): 121–45. http://dx.doi.org/10.1515/joim-2016-0006.
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AbstractThe purpose of this paper is to ascertain whether national culture has an impact on the level of innovation. The results of the analysis of data by means of statistical tools confirm that cultural factors play a big role in creating innovations. On the basis of the research, it can be assumed that the thesis formulated by Shane (1993) assuming the correlation of low power distance and strong individualism with innovation seems to be correct if we do not refer it to the Far East Asian countries. These countries seem to be very different culturally from the rest of the analyzed cultures. Low power distance and low uncertainty avoidance countries are in most cases more innovative in European countries. Impact of individualism versus collectivism is more debatable but generally in Europe more individualistic countries achieve better innovative results.
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SOBOLIEVA, Tetiana, and Tetiana NEZAMEDINOVA. "WAYS OF FORMING THE INNOVATIVE CULTURE IN AN ENTERPRISE." Herald of Khmelnytskyi National University 302, no. 1 (January 2022): 74–77. http://dx.doi.org/10.31891/2307-5740-2022-302-1-12.
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The article considers the organizational culture of the enterprise as an important internal subsystem and a prerequisite for the effective implementation of its development goals. It is established that the current stage of socio-economic relations requires the intensification of innovation activities aimed at the development and implementation of innovations, both to meet the needs of consumers and to improve internal business processes. Since the innovative activity of the enterprise is largely derived from the type of organizational culture, an important task is to strengthen its innovative component. This involves the formulation and adherence to innovative values, the coverage of which should be reflected in the company’s documents, the system of motivation, transparent communication mechanisms and decisions made by management. The development of the organization’s values should include a component that recognizes innovation as a priority and an important task of the enterprise. Innovative values can be formulated in the following areas: employees; financial activities; customers and consumers; sustainable development of the organization. Conducting “innovative” holidays dedicated to the achievements in innovation, both individual employees and the entire organization, will help to “consolidate” innovative values and increase motivation. The same goal can be promoted by the development of the corporate image of the organization, style, emblem, elements of recognition among competitors, as well as the development of branded clothing for production workers. To intensify innovation, it is important for managers to understand their key role in disseminating and prioritizing innovation among the company’s tasks, establishing contact with employees, effective delegation of tasks, setting standards of conduct in the organization, personnel policy, and system of material and non-material incentives.
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Jan, Muhammad Adil, Syed Muhammad Amir Shah, and Kashif Ullah Khan. "The Impact of Culture on Innovation: the moderating role of Human Capital." International Journal of Accounting and Financial Reporting 1, no. 1 (December 31, 2014): 607. http://dx.doi.org/10.5296/ijafr.v4i2.6871.
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Innovation plays an important role in developing the economy, to expand and sustain the high performance of firms, to maintain competitive edge in industry and improved the standard living and in creating a better quality of life. In Adhocratic culture, openness provides to employees and no fear of doing faults or getting things wrong to be done, human capital are the creative peoples and if democratic organizational culture is provided to them the organization can be find more innovative. The focus of current study was on the link between organizational cultures and innovation. Although the literature suggests the relevance of culture in increasing innovation, there is a lack of empirical evidence supporting this relation, which this study has explored. Our findings provide support for this relation. Furthermore we found that the organization culture can enhance product innovation, but that it can also inhibit it depending on the values that culture fosters. In particular we found that product innovation is positively associated to adhocracy cultures and has a negative relation to the hierarchical cultures.
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Euchner, Jim. "Innovation and Culture." Research-Technology Management 65, no. 2 (February 18, 2022): 9–10. http://dx.doi.org/10.1080/08956308.2022.2024423.
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MacFadyen, Jean S. "Culture of Innovation." Holistic Nursing Practice 27, no. 4 (2013): 196–98. http://dx.doi.org/10.1097/hnp.0b013e318295552b.
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Herbig, Paul, and Steve Dunphy. "Culture and innovation." Cross Cultural Management: An International Journal 5, no. 4 (December 1998): 13–21. http://dx.doi.org/10.1108/13527609810796844.
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Cooper, Victoria, and Michael Lecky. "Gore's innovation culture." Materials Today 4, no. 2 (2001): 4–6. http://dx.doi.org/10.1016/s1369-7021(01)80102-4.
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Natarajan, Lalgudi Ramanathan. "Democratise Innovation - For Sustained Innovation Culture." NHRD Network Journal 8, no. 4 (October 2015): 99–106. http://dx.doi.org/10.1177/0974173920150412.
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Wu, Li-Fan, Ing-Chung Huang, Wei-Chang Huang, and Pey-Lan Du. "Aligning organizational culture and operations strategy to improve innovation outcomes." Journal of Organizational Change Management 32, no. 2 (April 8, 2019): 224–50. http://dx.doi.org/10.1108/jocm-03-2018-0073.
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Purpose Innovation is a key factor in assessing organizational success. The purpose of this paper is to examine how the organizational culture and operations strategy impact organizational innovation. It explores the influence of various combinations of organizational cultures and operations strategies on a firm’s ability to innovate both in process and product. Design/methodology/approach A conceptual model is developed which attempts to explain how the reciprocal and dynamic interactive relationship between organizational culture and operations strategy and innovation is structured. In total, 233 valid questionnaires were collected from 17 small- and medium-sized enterprises (SMEs) in Taiwan. Structural equation modeling was used to investigate the direction and strengths of the relationships and develop a comprehensive picture to illustrate the drivers of successful innovation. Findings The analysis and conclusions confirm the suitability of Culture–Strategy–Innovation Model and the detailed results demonstrate that a combination of innovative organizational culture and flexibility-oriented operations strategy has the strongest influence on a firm’s innovation process thereby improving their innovative organizational outcomes. Practical implications Although based on Taiwanese manufacturing industries these results provide useful insights for manufacturing industries in general. In alternative contexts, the combination of different dimensions of culture and strategy can be expected to cause different levels of success in innovation. This study provides robust evidence to explain the organizational climate needed to guide the innovative and flexibility considerations needed for SMEs in the manufacturing industry. Originality/value This is an empirical study which specifically investigates the activities of SMEs in the metal/plastic manufacturing industry in Taiwan and in particular examines organizational culture, operations strategies and innovation. The research model proposed and confirmed offers a new multi-dimensional structure of culture and strategy linked with their various related dynamic interrelationships and the drivers that impact organizational innovation.
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Chandler, Gaylen N., Chalon Keller, and Douglas W. Lyon. "Unraveling the Determinants and Consequences of an Innovation-Supportive Organizational Culture." Entrepreneurship Theory and Practice 25, no. 1 (October 2000): 59–76. http://dx.doi.org/10.1177/104225870002500106.
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The current research identifies constructs that are supportive of an innovative culture in small to medium-sized enterprises. A sample of 429 employees in 23 small to medium-sized manufacturing firms was used to identify constructs associated with an innovative culture. Supervisory support and reward system support are both positively related to an innovative culture. Perceived work overload is negatively related. Companies with cultures supportive of innovation tend to be smaller, have fewer formalized human resource practices, and less munificent resources. There is no direct relationship between an innovative culture and firm performance; however, when the competitive environment is changing rapidly firm earnings are enhanced by an innovative culture.
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PIRAU, Lucia. "Model of innovative culture of teachers." Acta et commentationes: Științe ale Educației 28, no. 2 (August 2022): 107–13. http://dx.doi.org/10.36120/2587-3636.v28i2.107-113.
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Organizational culture is one of the most important factors in stimulating innovation. Therefore, educational institutions should focus on developing the innovative culture of teachers, which can be achieved through planned actions or indirect mechanisms monitored and evaluated by managers. This theoretical study provides a holistic model of innovation culture that takes into account the innovation management and organizational culture necessary for the development of teachers' innovation culture.
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GONZÁLEZ-BENITO, ÓSCAR, PABLO A. MUÑOZ-GALLEGO, and EVELYN GARCÍA-ZAMORA. "ENTREPRENEURSHIP AND MARKET ORIENTATION AS DETERMINANTS OF INNOVATION: THE ROLE OF BUSINESS SIZE." International Journal of Innovation Management 19, no. 04 (August 2015): 1550035. http://dx.doi.org/10.1142/s1363919615500358.
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In an important effort to understand what enhances innovation, the extent to which innovative actions rest on organisational values, beliefs and interests is particularly crucial. This study analyses the impact of organisational culture — specifically, the firm's entrepreneurial and market orientation — on different innovation dimensions. It also considers the role of business size in the relationship between organisational culture and innovation. An empirical study with a sample of 440 variously sized enterprises from five industrial sectors in Spain demonstrates the relationship between market orientation and entrepreneurship and innovation. Business size does not cause the relationship, though it moderates the relationship regarding management and marketing innovations.
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Kwan, Letty Y. Y., Angela K. y. Leung, and Shyhnan Liou. "Culture, Creativity, and Innovation." Journal of Cross-Cultural Psychology 49, no. 2 (January 18, 2018): 165–70. http://dx.doi.org/10.1177/0022022117753306.
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This special issue enriches the study of creativity and innovation as a cultural and social process. Authors of nine articles jointly contribute to a nuanced and systematical inquiry into the cultural perspective of creativity. Their topics of investigation include lay conceptions of creativity in different cultures, different natures and manifestations of creativity and innovation, the influence of cultural values, norms, and multiculturalism on creativity, and the dialogical coevolvement between culture and creativity. The collection of articles in this issue presents cutting-edge evidence and lays the groundwork for an active dialogue about integrating the study of culture and creativity.
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Rahman, Md Ashiqur. "Organization Strategies & Innovative Leadership Management." International Journal of Business and Management 11, no. 10 (September 18, 2016): 206. http://dx.doi.org/10.5539/ijbm.v11n10p206.
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<p>For sustainable competitive advantages companies need innovation. However, for very few organizations innovation is a part of their DNA and for the most of companies it is a crisis element of “Constructive Destruction.” However, the recent economic crisis and evolution of business organization demand for innovative leaders who can do the miracle (innovation) in the organization. Like any new phenomenon, innovative leadership idea is blurry among different people and also experts are divided in their opinion. This paper tries to solve these puzzles by integrating the thought in a clear understandable picture. To solve the puzzle this paper first stated about creativity, innovations and leadership to better understand about innovative leadership process. Then it discussed in detail about the innovative leadership process followed by two examples of best practice and worst practice.</p>Innovative leadership is the combination of four elements: emotional intelligence, management innovations, innovative organization and interaction with stakeholders. These are interrelated part that enforce each other to foster innovations. Emotional intelligence make the leader effective in performance because he can build trust and make people committed towards the goal; it becomes easy for him to do management innovations, develop innovative culture and interact with the stakeholders. Management innovations set the goal, principles and policy to guide the innovations and innovative culture foster to do the miracle by the employees. When inside is ready for the innovations the innovative leader interacts with the stakeholders for ideas and feedback. However, the innovative leader needs to apply sense when to be innovative and when not to be.
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Shanley, C. W. "Innovation and Technology Transfer." Industry and Higher Education 15, no. 1 (February 2001): 19–23. http://dx.doi.org/10.5367/000000001101295443.
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This paper first addresses the need for innovation as a key factor in business success and longevity. It then challenges the received wisdom that all innovation comes from smaller companies and that large companies are incapable of innovating. Presenting evidence to the contrary, and stressing the importance to large businesses of developing an innovative culture, the author describes some of the more successful ways that larger companies have found to foster innovation – these include the ‘10%’ rule, the ‘lead user’ concept, and paying for innovative ideas. In addition, he reports on the effective development and use of the ‘Minority Report’ at Motorola and notes some of the obstacles that other companies have experienced in attempting to adopt this practice. The author concludes with thoughts on ways to facilitate technology transfer to large companies, stressing that obstacles can be created by the attitudes of inventors as well as by company cultures, and that transfer can be facilitated by a better understanding on both sides of the problems and issues involved.
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Linnéusson, Gary, Thomas Andersson, Anna Kjellsdotter, and Maria Holmén. "Using systems thinking to increase understanding of the innovation system of healthcare organisations." Journal of Health Organization and Management 36, no. 9 (June 20, 2022): 179–95. http://dx.doi.org/10.1108/jhom-01-2022-0004.
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PurposeThis paper applies systems thinking modelling to enhance the dynamic understanding of how to nurture an innovative culture in healthcare organisations to develop the innovation system in practice and speed up the innovative work. The model aims to provide a holistic view of a studied healthcare organisation's innovation processes, ranging from managerial values to its manifestation in improved results.Design/methodology/approachThe study is based on empirical material from a healthcare unit that, within a few years, changed from having no innovations to repeatedly generating innovations. The study uses the modelling language of causal loop diagrams (CLDs) in the system dynamics methodology to identify the key important aspects found in the empirical material.FindingsThe proposed model, based on the stories of the interviewees, explores the dynamics of inertia when nurturing an innovative culture, identifying delays attributed to the internal change processes and system relationships. These findings underscored the need for perseverance when developing an innovative culture in the entrepreneurial phases.Practical implicationsThe approach of using systems thinking to make empirical healthcare research results more tangible through the visual notations of CLDs and mental simulations is believed to support exploring complex phenomena to induce and nurture both individual and organisational learning.Originality/valueThe results from this approach provide deepened analysis and provoke the systems view to explain how the nurturing of the culture can accelerate the innovation processes, which helps practitioners and researchers to further expand their understanding of their healthcare contexts.
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Tunay Tapuy, Ruth Glenda, Amparito Cecilia Leon Saltos, and Juan Gabriel Saltos Cruz. "Perception of administrative innovation and organizational culture in banana companies." Universidad Ciencia y Tecnología 26, no. 113 (June 15, 2022): 21–31. http://dx.doi.org/10.47460/uct.v26i113.566.
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Administrative innovation is a fundamental part of the strategic management of organizations, it constitutes a business competitive advantage, while the organizational culture encompasses behaviors and performances of the organization, which are key to the development of efficient performance to obtain innovations. The present research aims to establish the relationships that occur between administrative innovation and organizational culture, in order to observe the fulfillment of the goals of banana companies, the applied method is quantitative, analytical descriptive, and correlational scope, it is carried out the reliability analysis in the Cronbach's Alpha of 0.984 to the 25-item instrument that was used in 86 medium-sized banana companies in the agricultural sector, the results found show that there is a high relationship p> 0.9 between the degree of knowledge and competence of senior managers in the development and planning of innovative work.
Keywords: Banana industry, technological innovation, business organization.
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Li, Zhiwei, and Lijun Liu. "The impact of organizational innovation culture on employees' innovation behavior." Social Behavior and Personality: an international journal 50, no. 12 (December 6, 2022): 1–10. http://dx.doi.org/10.2224/sbp.11934.
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Faced with increasingly fierce market competition, more and more organizations have recognized that organizational innovation culture is an important driver of employees' innovation behavior. On the basis of data collected from 482 respondents and using SPSS 24.0 and Mplus 8.0 for analysis, we obtained the following results: First, organizational innovation culture had a positive impact on employees' innovation behavior. Second, innovation self-efficacy played a mediating role between organizational innovation culture and employees' innovation behavior. Third, organizational identity played a moderating role in the relationship between organizational innovation culture and employees' innovation behavior. The research results enrich theoretical understanding in the field of human resource management and also provide a reference for enterprise managers on how to effectively stimulate employees' innovative behavior.
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Goncalves, Dulce, Magnus Bergquist, Richard Bunk, and Sverker Alänge. "Cultural aspects of organizational agility affecting digital innovation." Journal of Entrepreneurship, Management and Innovation 16, no. 4 (2020): 13–46. http://dx.doi.org/10.7341/20201641.
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The purpose of this study is to understand how the cultural aspects of organizational agility affect digital innovation capability. In the context of increasing demand for fast-paced digital innovation, organizational agility becomes strategically crucial for large incumbent companies to increase their competitiveness. The literature on organizational agility shows that incumbents, with their vast access to resources, still can have limited ability to innovate and respond to change. This is in sharp contrast to startups, who sometimes are impressively innovative despite their very limited resources. Sometimes the incumbents are even outcompeted and disrupted by startups because of their ability to embrace change, and rapidly seize new business opportunities. However, we know little about why some incumbents are not able to use their resources efficiently for digital innovation and why some smaller startups can transcend these resource limitations. In this context, we find that cultural aspects are especially crucial as enablers for organizational agility in digital innovation. We designed a comparative study to investigate the differences in the influence of culture on organizational agility; and how it hinders or enables digital innovation, at both incumbent firms and startups in the automotive industry. We applied a qualitative research approach and selected semi-structured interviews as our main research method. The Competing Values Framework was used as a tool to categorize different cultures that affect organizational agility, but also to identify how and when tensions between values supported or hampered the organizations’ ability to innovate. Our findings show that, while a blend of Hierarchy and Market cultures inhibited the innovation capability, Clan and Adhocracy cultures promoted innovation. In our sample, the incumbents predominantly adhered to the first two cultures, while the startups typically belonged to the second group. The most successful startups were even able to create a combination of Clan and Adhocracy cultures — a concept we here term ‘Agile culture.’ This culture allowed them to reach a beneficial state of digital innovation growth. When it comes to the implications for research and practice, we found the need to analyze the role of culture for organizational agility; and how to utilize culture as an asset to enable digital innovation growth. One contribution is the identification of ‘Agile culture’ that is an amalgamation of Clan and Adhocracy culture. The value agile culture creates when applied, enables organizational agility, which can enhance digital innovation capability.
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Антоненко, Валентина. "INNOVATIVE CULTURE DEVELOPMENT OF TEACHERS AND PUPILS AS A PEDAGOGICAL IDEA REALIZATION OF THE AUTHOR SCHOOL ON LINGUISTICS AND SPIRITUALITY." UNESCO Chair Journal "Lifelong Professional Education in the XXI Century", no. 3 (October 31, 2021): 45–50. http://dx.doi.org/10.35387/ucj.1(3).2021.45-50.
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The article presents theoretical and methodological, organizational and pedagogical prin-ciples of innovative culture of teachers and pupils as a realization of the pedagogical idea of the author's school of linguistics and spirituality of Zarifa Aliieva Irpin specialized secondary school I-III Grades №12 with foreign languages (school of linguistics) of Kyiv region; The author's school model is seen as a prototype of qualitative changes in education, which depends on a team of professionals who expand the space of educa-tional opportunities for pupils development. The leading idea of the Author's School of Linguistics and Spirit-uality is the formation of a competitive, socially mobile, innovative, tolerant and spiritual personality. Gradu-ally realizing this goal, the teaching staff made every effort to create a positive image of the educational in-stitution, which determines: the presence of a relevant concept of the school of linguistics; implementation of long-term educational strategy; development of innovative culture of teachers and pupils; favorable moral and psychological climate in the team; availability of proper modern material and technical base; caring highly professional teaching staff; functioning of the school pupils organization «Country Roxolania». The introduction of the pedagogical idea of the author's school of linguistics and spirituality in the context of the development of innovative culture of teachers and pupils is based on current regulations. Personal and pro-fessional characteristics of a teacher with a high level of innovation culture (stable interest in technological innovation, motivation for creative activity, self-improvement and self-realization in professional activities, overcoming difficulties in innovation; values of professional self-expression in innovation, psychological atti-tude to innovation; innovative technologies, understanding the goals of innovation in education, knowledge of modern innovations in the practice of working with pupils)
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Arbilly, Michal. "High-magnitude innovators as keystone individuals in the evolution of culture." Philosophical Transactions of the Royal Society B: Biological Sciences 373, no. 1743 (February 12, 2018): 20170053. http://dx.doi.org/10.1098/rstb.2017.0053.
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Borrowing from the concept of keystone species in ecological food webs, a recent focus in the field of animal behaviour has been keystone individuals: individuals whose impact on population dynamics is disproportionally larger than their frequency in the population. In populations evolving culture, such may be the role of high-magnitude innovators: individuals whose innovations are a major departure from the population's existing behavioural repertoire. Their effect on cultural evolution is twofold: they produce innovations that constitute a ‘cultural leap' and, once copied, their innovations may induce further innovations by conspecifics (socially induced innovations) as they explore the new behaviour themselves. I use computer simulations to study the coevolution of independent innovations, socially induced innovations and innovation magnitude, and show that while socially induced innovation is assumed here to be less costly than independent innovation, it does not readily evolve. When it evolves, it may in some conditions select against independent innovation and lower its frequency, despite it requiring independent innovation in order to operate; at the same time, however, it leads to much faster cultural evolution. These results confirm the role of high-magnitude innovators as keystones, and suggest a novel explanation for the low frequency of independent innovation. This article is part of the theme issue ‘Bridging cultural gaps: interdisciplinary studies in human cultural evolution'.
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Šporčić, Mario, Matija Landekić, Andreja Đuka, and Matija Bakarić. "DEVELOPMENT AND PROMOTION OF INNOVATION IN FORESTRY – INNOVATION AWARDING PROGRAMS AND SITUATION IN CROATIA." Radovi Šumarskog fakulteta Univerziteta u Sarajevu 48, no. 1 (June 1, 2018): 78–97. http://dx.doi.org/10.54652/rsf.2018.v48.i1.54.
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Paper deals with promoting and fostering innovation in the forest-based sector. It presents concepts and initiatives which have an important role in encouraging and strengthening innovation in forestry. Two prominent international programs covered by the paper include “Schweighofer prize” which represents Innovation Award for the European Forest-Based Sector and the “KWF Innovation medal” awarded by Kuratorium für Waldarbeit und Forsttechnik – KWF (Center for Forestry Work and Forestry Technology), for the most innovative forestry developments. The overview of selected programs includes nomination and evaluation procedures, innovation categories and prizes, and particularly recent winners i.e. awarded innovations. Additionally, the paper describes the status of innovation in Croatian forestry and elaborates adopted solutions in stimulating the innovation in state-owned forest company. In this respect, indicators of relatively low innovation culture, and the regulation of innovation activity in the forest company are presented. The aim of the paper is to point out the importance of development and promotion of innovation in forestry, raise the awareness about innovation, and ultimately contribute to the stimulation of innovation activities and development of innovation culture in forestry.
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Reynoso, Javier, Jay Kandampully, Xiucheng Fan, and Hanna Paulose. "Learning from socially driven service innovation in emerging economies." Journal of Service Management 26, no. 1 (March 16, 2015): 156–76. http://dx.doi.org/10.1108/josm-11-2013-0313.
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Purpose – The purpose of this paper is to provide insights into indigenous, solution-based business models and their relevance for inclusive service innovation within specific social contexts in emerging economies, with particular emphasis on the role of culture and technology. Design/methodology/approach – A proposed framework illustrates four factors that nurture socially driven service innovation in emerging economies: solution, inclusion, culture, and technology. Extant literature from studies in India, Latin America, and China illustrates distinct indigenous innovations and service relationships that exist at the base of the pyramid (BoP), which provides a foundation for a better understanding of socially inclusive service innovations. Findings – A conceptual model of inclusive service innovation reflects an integrated, virtuous cycle, composed of service relationships that stem from the BoP at various levels of analysis across different income segments. These findings suggest notable research directions. Practical implications – This study reinforces the importance of a solution orientation as a competitive business model to gain customer engagement. Social implications – Researchers and practitioners in emerging and advanced economies can use the approach suggested by this paper in their efforts to build sustainable business cultures and improve the well-being of society. Originality/value – Previous research has not addressed the social or communal roles of service innovation; this study proposes an innovative switch from a traditional strategy of selling services toward a proactive approach that involves low-income customers as active resources to co-create social and business value.
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Arbilly, Michal, and Kevin N. Laland. "The magnitude of innovation and its evolution in social animals." Proceedings of the Royal Society B: Biological Sciences 284, no. 1848 (February 8, 2017): 20162385. http://dx.doi.org/10.1098/rspb.2016.2385.
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Innovative behaviour in animals, ranging from invertebrates to humans, is increasingly recognized as an important topic for investigation by behavioural researchers. However, what constitutes an innovation remains controversial, and difficult to quantify. Drawing on a broad definition whereby any behaviour with a new component to it is an innovation, we propose a quantitative measure, which we call the magnitude of innovation , to describe the extent to which an innovative behaviour is novel. This allows us to distinguish between innovations that are a slight change to existing behaviours (low magnitude), and innovations that are substantially different (high magnitude). Using mathematical modelling and evolutionary computer simulations, we explored how aspects of social interaction, cognition and natural selection affect the frequency and magnitude of innovation. We show that high-magnitude innovations are likely to arise regularly even if the frequency of innovation is low, as long as this frequency is relatively constant, and that the selectivity of social learning and the existence of social rewards, such as prestige and royalties, are crucial for innovative behaviour to evolve. We suggest that consideration of the magnitude of innovation may prove a useful tool in the study of the evolution of cognition and of culture.
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Ingram, Keisha LaRaine. "Power and Culture in Human-centric Innovation Ecosystems." Journal of Management and Training for Industries 6, no. 2 (January 24, 2020): 1–16. http://dx.doi.org/10.12792/jmti.6.2.1.
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Oskooii, Nasrin, and Jalil Ajali. "Social capital and social entrepreneurship and innovation culture." Innovative Marketing 13, no. 3 (November 9, 2017): 42–46. http://dx.doi.org/10.21511/im.13(3).2017.05.
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Entrepreneurship is the mark and symbol of effort and success in business and entrepreneurs are the pioneers of successful businesses in the society. Their ability to take the opportunities, their strength in innovation and their capacity in succeeding are the standards which modern entrepreneurship is measured by. Entrepreneurs in leading, management, innovation, competency, job production, competition, efficiency and establishing new companies have an important role in economic growth. According to a kind of belief, entrepreneurship as a revolution is necessary for the societies. The importance of this revolution in current century is increasingly more than industrial revolution.
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Neukam, Marion Nathalie. "Managing the fuzzy front-end in multicultural teams." European Journal of Innovation Management 20, no. 4 (October 9, 2017): 578–98. http://dx.doi.org/10.1108/ejim-11-2016-0112.
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Purpose The purpose of this paper is to identify coordination mechanisms for multicultural teams at the fuzzy front-end (FFE) of discontinuous product innovations to maintain their creative potential by limiting the negative effects of cultural differences of individual nations. Design/methodology/approach Based on a case study, the international teamwork at the FFE was analyzed at Bürkert, a German medium-sized firm active in the industrial sector. Findings In correlation with the academic literature, the findings suggest that a strong organizational culture oriented toward innovation delivers a common framework for the FFE. Additionally, the case company succeeded in limiting the negative effects of individual nations’ cultures through common professional cultures. Research limitations/implications Data were collected from a single case study what limits its generalizability. Moreover, national culture was considered to be overlapping with political boundaries without taking regional differences into account. Future research should focus to overcome these limitations so as to better capture international challenges at this fuzzy phase of the innovation process. Practical implications Companies should focus on their corporate culture and use the concept of professional cultures to facilitate not only the international collaboration, but also the communication on a national level between the functional departments at the FFE. Originality/value The paper contributes to a better understanding of the FFE in a multicultural innovation team to sustain its innovative potential over time. It proposes a first parsimonious framework to coordinate cultural differences at the FFE.
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de Bruin, Anne, and Christine Read. "Towards understanding social innovation in multicultural societies." Social Enterprise Journal 14, no. 2 (May 8, 2018): 194–207. http://dx.doi.org/10.1108/sej-09-2017-0048.
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Purpose The purpose of this paper is to argue, using the New Zealand context as reference, that heterogeneous societies with diverse cultures have an expanded space of possibilities for developing social innovations. Design/methodology/approach Incorporation of the cultural context is integral to finding innovative, collective solutions for mitigating complex social problems and sparking transformational social change. Empirical support for this contention draws on examples of social innovations that embed the cultural values of Māori, New Zealand’s indigenous people. Findings Using illustrative cases, the authors highlight the capacity of Māori values, encompassed in an ecosystem of Māori social institutions, to catalyse social innovation in New Zealand. The authors position these examples within two paradigms of social innovation. Research limitations/implications The paper limits its focus to the implications of Māori cultural values for social innovation. However, it serves to highlight that appreciation of indigenous and minority cultural values can provide a foundation for social innovations in other contexts too. Practical implications Recognising cultural values increases the range of possibilities for innovatively addressing social and environmental challenges. Social implications Respect and recognition of indigenous culture and knowledge offers potential for sustainable solutions to complex social challenges. Originality/value This is one of the few papers to explore the cultural embeddedness of social innovation and highlight public policy social innovations.
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Blumentritt, Tim, Jill Kickul, and Lisa K. Gundry. "Building an Inclusive Entrepreneurial Culture." International Journal of Entrepreneurship and Innovation 6, no. 2 (May 2005): 77–84. http://dx.doi.org/10.5367/0000000053966894.
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The process through which entrepreneurial firms plan and achieve strategic growth and innovation often reflects a complex set of internal organizational challenges and opportunities. This paper specifically focuses on how entrepreneurs build internal cultures in order to stimulate and drive innovation and improve organizational effectiveness. Drawing upon both strategic-management and entrepreneurial-dynamics perspectives, the authors argue that sustained innovation requires moving beyond the characteristics of the entrepreneur towards an organization that will support a firm's growth by eliciting and directing additive contributions from the individuals working for these ventures. Results revealed that entrepreneurs were more likely to create high-performance and innovative ventures if they were able systematically to involve employees in the idea and opportunity-development stages of the firm. Implications for the strategic management of innovation in emerging entrepreneurial firms are further discussed.
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Porcu, Ornella. "Exploring innovative learning culture in the newsroom." Journalism 21, no. 10 (September 13, 2017): 1556–72. http://dx.doi.org/10.1177/1464884917724596.
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Culture has been viewed as the biggest obstacle to change in the legacy media newsroom. Older as well as recent literature points out that professional culture typically hinders newsroom innovation processes, and newsrooms in transformation often seem to find culture clashes on their path. These transformational problems, however, appear to be viewed predominantly from a management point of view. By looking at journalism culture from the broader perspective of a learning culture which fosters innovation, including both management and newsroom workers, a more nuanced picture can be presented. In this article, the concept of innovative learning culture is introduced to provide a different lens through which drivers and obstacles of innovation in the newsroom can be observed. Furthermore, innovative learning culture can be used in empirical research to gain insights in the learning and innovation processes of professional journalists, a strikingly under-researched area. As such, innovative learning culture as a concept fills gaps in the empirical as well as in the more theoretical literature, which may enhance future newsroom research.
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Kirkgöz, Yasemin, and Reyhan Ağçam. "Exploring Culture in Locally Published English Textbooks for Primary Education in Turkey." Center for Educational Policy Studies Journal 1, no. 1 (January 22, 2018): 153–67. http://dx.doi.org/10.26529/cepsj.445.
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Since language and culture are closely interwoven, the integration of culture into textbooks used for teaching English as a second/foreign language has become a widely accepted phenomenon. This study investigates the cultural elements in locally published English textbooks used for Turkish primary schools following two major curriculum innovations in ELT. A total of 18 textbooks, of which 8 were published after the 1997 curriculum innovation and 10 after the curriculum innovation introduced in 2005, were investigated to find out the extent to which textbooks contain references to the source (Turkish) culture, the target (British/American) culture and the international target culture. A quantitative analysis of the cultural elements demonstrated that while references to the source and target cultures included in textbooks published between 1997 and 2005 outnumber international target cultural components, a different trend was obtained in the cultural analysis of bookspublished after the 2005 curriculum innovation. The study reveals that representations of the source culture, the target culture and the international target culture are favoured in locallyproduced ELT textbooks in a fairly balanced way.
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Klius, Yuliia, Liubov Kotova, Yuliia Ivchuk, and Oleh Skupinskyi. "Adherence to Legal Culture as a Component of the Regional Industrial Enterprises’ Corporate Innovation Management while Ensuring their Sustainable Development." European Journal of Sustainable Development 9, no. 2 (June 1, 2020): 431–40. http://dx.doi.org/10.14207/ejsd.2020.v9n2p431.
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The article is to determine the role of the compliance culture as a part of the regional industrial enterprises’ corporate innovation management while ensuring their sustainable development. Any enterprise, operating in a market economy, aims to maximize profits as its main internal goal. Effective innovative development is an objective necessity for sustainable economic growth. The main goal of the innovative activity of enterprises or organizations can be designated as obtaining a certain number of innovations in the form of new products, technologies, raw materials, methods of organization and management with certain features. The formation of new and efficient innovation management systems by means of straight-line management is of great importance for industrial enterprise’s effective development management. The creation of new and efficient systems of management of innovation activity to direct it into an effective path is greatly important for effective development management of the industrial enterprise. Therefore, the innovation management corporate system creation and the study of its role in the effective development of the enterprise is extremely relevant. Keywords: legal culture, innovative activities, industrial enterprises, sustainable development
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McCausland, Tammy, and Tammy McCausland. "Culture to Support Innovation." Research-Technology Management 65, no. 2 (February 18, 2022): 73–75. http://dx.doi.org/10.1080/08956308.2022.2024711.
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Rosenfeld, Robert, and James Euchner. "Culture, People, and Innovation." Research-Technology Management 55, no. 2 (March 2012): 13–17. http://dx.doi.org/10.5437/08956308x5502007.
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Wursten, Huib, Thomas Imfeld, and Martin Karaffa. "Innovation, Agility and Culture." Journal of Intercultural Management and Ethics 3, no. 3 (September 30, 2020): 5–15. http://dx.doi.org/10.35478/jime.2020.3.02.
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Lounsbury, Michael, Joep Cornelissen, Nina Granqvist, and Stine Grodal. "Culture, innovation and entrepreneurship." Innovation 21, no. 1 (October 29, 2018): 1–12. http://dx.doi.org/10.1080/14479338.2018.1537716.
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Marques, João Paulo Coelho, and Sérgio Vieira Diogo. "The relationship between the sources of innovation and types of innovation in industry." International Journal of Technology Management & Sustainable Development 21, no. 1 (March 1, 2022): 19–35. http://dx.doi.org/10.1386/tmsd_00050_1.
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This article aims to understand the relationship between the sources of innovation and types of innovation in industry. The study was carried out in a multinational car components company and explores the effects of internal and external sources of innovation on the generation of product/process and radical/incremental innovations. Data were obtained via a questionnaire and processed by qualitative and quantitative methods. The characterization of the company and its research and development (R&D) projects disclosed the importance of continuous improvement, where the involvement of senior management, the high percentage of R&D and the number of innovation projects are indicators of a company with a strong innovative culture. The results showed that higher education was the most significant source of innovation in projects where only process innovation was a factor. Furthermore, knowledge generated by collaboration with affiliated companies was associated with the introduction of product-only innovations. As for the degree of novelty, the results indicate that the introduction of radical innovations is not determined at the external level by customers.
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Aminah, Sitti. "Faktor-faktor Penentu Keberhasilan Inovasi Dalam Penyelenggaraan Pemerintah Daerah." Jurnal Wahana Bina Pemerintahan 3, no. 1 (August 29, 2022): 125–36. http://dx.doi.org/10.55745/jwbp.v3i1.28.
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The aims of the study was to describe innovations in local goverment and the factor that determines success of innovation in local governance. Qualitative approach is used to answer the questions proposed in this study. The result of this study shows that the complexity of the problems in goverment requires innovation in handling by the local goverment. Factors that determine the success of innovation in local goverment were readiness of policies and regulations, innovative leadership, culture of innovation, readiness to coordinate and facilitate, the role of stakeholder and readiness of infrastructure.
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Garnova, Ya, and I. Romashova. "Gamification As a Method of Developing Innovative Culture of Personnel." Management of the Personnel and Intellectual Resources in Russia 8, no. 5 (December 23, 2019): 47–49. http://dx.doi.org/10.12737/article_5dcbcb69045be6.86205565.
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This article discusses the role of gamifi cation as the hr-tool for the development of the company’s innovation culture, which plays a crucial role in the process of generation, introduction and implementation of innovations in production activities, defi nes such a concept as “personnel innovation culture” and reveals its main elements. The effi ciency of using the gamifi cation process is analyzed in accordance with the main characteristics of the company’s innovative personnel, the essence and functions of gamifi cation in terms of staff motivation and motivation are explained. The structure of the gamifi cation process, the stages of development of this process and the formulation of business games are examined, the experience of Russian companies in introducing gamifi cation into the management process is analyzed.
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Armengol Asparó, Carme. "Innovation and culture change or culture change and innovation. Which came first?" Educar 27 (July 1, 2000): 151. http://dx.doi.org/10.5565/rev/educar.255.
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Sharma, B. V., and Gopika J. "Interplay of Culture and Horticulture Among the Savara of Andhra Pradesh, India." Journal of the Anthropological Survey of India 69, no. 1 (March 24, 2020): 15–32. http://dx.doi.org/10.1177/2277436x20907706.
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The perception that communities are passive recipients of innovations has long been rejected. The way communities respond to any innovation is the result of unique and complex negotiations and renegotiations between their culture and the innovations. These responses can cause changes in the existing elements of the culture and lead to the emergence of new elements that act as feedback into the initial process. It is from this perspective that this article aims to understand the introduction and expansion of horticulture among the Savara of Seethampeta Mandal, Andhra Pradesh. The interplay of the Savara culture and horticulture is grounded on certain Savara institutions and their responses to the innovation of horticulture, creating a loop where positive responses from the earlier culture feed into new elements of culture that are positively oriented towards horticulture. Using ethnographic data based on fieldwork, this article seeks to understand how the earlier and emergent Savara cultures have facilitated the widespread adoption of horticulture in the area under study.
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Illiashenko, Sergii, Yuliia Shypulina, and Nataliia Illiashenko. "Innovation culture as the basis for innovative environment of the enterprise." Zeszyty Naukowe Wyższej Szkoły Humanitas Zarządzanie 19, no. 2 (June 30, 2018): 21–33. http://dx.doi.org/10.5604/01.3001.0012.2036.
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The purpose of the article is to clarify the essence, content, structure and components of the innovation culture of the enterprise, the development of an approach to the diagnosis of its condition. A comparative, systemic-structural and statistical analysis were used to attain it. The author’s model of the innovative culture structure of an industrial enterprise was offered. Problems in understanding of its role by middle and top managers of innovative industrial enterprises were outlined. The methodical approach to multifactorial diagnostics of the state of innovation culture of an industrial enterprise was developed and tested in general, as well as its separate components. The place of innovation culture of the industrial enterprise in the system of mechanisms of innovative environment formation was determined. The structural-logical scheme of the management mechanism of innovative environment formation and introduction at an industrial enterprise based on its innovation culture was developed.
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Dzhioev, A. V. "The impact of labor market institutions and corporate governance on the development of Russian innovation culture." Economics and Management 28, no. 11 (November 29, 2022): 1162–68. http://dx.doi.org/10.35854/1998-1627-2022-11-1162-1168.
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Aim. The presented study aims to investigate the system of factors affecting the development of innovation culture in Russian companies.Tasks. Based on qualitative research, the author comparatively analyzes the main structural components of innovation culture in typologically different Russian companies; determines internal and external conditions for the development of innovation culture; substantiates the leading role of the government in regulating formal labor market institutions that form the patterns of innovation culture in society and facilitate the innovative development of Russian companies.Methods. This study uses the methods of analysis and synthesis, comparison and generalization, and general logical research methods.Results. Innovation in Russian companies involves not only new technologies and materials, the production of new products (services) and their introduction to the market, but also the creation of a cultural environment favorable for innovation. The key role in this process is played not only by internal corporate factors, but also by external ones. A company's internal innovation development system includes the strategic commitment of top management to innovation, creativity as the highest value of corporate culture, and implemented management practices aimed at increasing employee receptivity to innovation. System-wide factors of innovation culture are predetermined by the national education system and labor market institutions.Conclusions. The government plays a leading role in the formation of an innovation culture in society. Creative activity in the Russian Federation has only recently found financial and organizational support at the government level. Therefore, it is important not to lose this value orientation and continue the modernization of social processes aimed at the innovative development of the economy. The focus on the formation of innovative culture should be reflected in the activity of labor market institutions (the Ministry of Labor, employment services, migration service, etc., and in the mechanisms of labor market regulation (state employment policy, trade unions, social partnership, and collective agreements).