Academic literature on the topic 'Organisational Innovation'
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Journal articles on the topic "Organisational Innovation"
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Oeij, Peter R. A., Gerben Hulsegge, Paul Preenen, Guy Somers, and Menno Vos. "Firm Strategies and Managerial Choices to Improve Employee Innovation Adoption in the Logistics Industry." Journal of Innovation Management 10, no. 1 (May 13, 2022): 76–98. http://dx.doi.org/10.24840/2183-0606_010.001_0005.
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This study analyses the mediating role of organisational mindfulness and employee involvement in the relationships between competition strategy and supportive leadership and employee innovation adoption. To investigate this, a unique sample of 116 managers or owners of Dutch logistics companies completed a survey on innovation within their companies and the adoption of innovation by their employees. Results show that a firm’s competition strategy that values quality and not only costs, and the presence of organisational mindfulness, a firm’s cultural characteristic that makes employees alert to solve issues and improve effective cooperation, is positively related to employee innovation adoption. Moreover, the presence of supportive leadership has both a direct relation with employee innovation adoption, and an indirect one, namely mediated by organisational mindfulness. From the perspective that organisations must better adopt innovations to deal with continuous change, this study emphasizes the need to take into account the impact of the organisational characteristics of competition strategy and supportive leadership, and the organisational cultural characteristic of organisational mindfulness, along with the space that every organisation should utilize to make their own future strategic choices.
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Alghadeer, Abdulaziz, and Sherif Mohamed. "Diffusion of Organisational Innovation in Saudi Arabia: The Case of the Project Management Office (PMO)." International Journal of Innovation and Technology Management 13, no. 04 (July 25, 2016): 1650019. http://dx.doi.org/10.1142/s021987701650019x.
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Recent innovation diffusion in organisations literature suggests that innovation diffusion dimensions and characteristics are not independent of each other, rather organisational internal environment interacts with both an organisational external environment and an innovation’s characteristics. The purpose of this paper is to examine the validity of the framework consisting of organisational innovation dimensions and characteristics within Saudi Arabian organisations. We test this model with survey data from a large-scale survey of 223 Saudi public and private project-based organisations, these organisations had either adopted, or intended to adopt, the project management office (PMO). To obtain a broad representation of respondents, and to minimise bias, the survey did not target any specific industry. Statistical analysis, specifically exploratory factor analysis (EFA) and confirmatory factor analysis (CFA) were conducted to ascertain the factors underlying each construct. Structural equations modelling (SEM) was sequentially utilised to determine the factor structure of the model and to assess the relationships between model constructs. This paper took an initiative step towards a conceptual framework for organisational innovation diffusion, represented by the PMO. Its results revealed that perceived organisational innovation climate functions as a gateway to the organisational innovation diffusion. It was also found that technology mediate the relationships between socio-culture and organisation climate for innovation. More importantly, PMO complexity was not related to the intention to implement the PMO. The quantitative study showed that the framework is a useful tool for studying the diffusion of organisation innovation. The model can potentially form the foundations of a framework for organisations seeking to enhance the organisational innovation diffusion that could in turn strengthen their business performance.
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Bunker, Deborah, Karl-Heinz Kautz, and Anne Luu Thanh Nguyen. "Role of Value Compatibility in it Adoption." Journal of Information Technology 22, no. 1 (March 2007): 69–78. http://dx.doi.org/10.1057/palgrave.jit.2000092.
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Compatibility has been recognised as an important element in the adoption of IT innovations in organisations but as a concept it has been generally limited to technical or functional factors. Compatibility is also significant, however, with regard to value compatibility between the organisation, and the adopted IT innovation. We propose a framework to determine value compatibility analysing the organisation's and information system's structure, practices and culture, and explore the value compatibility of an organisation with its adopted self-service computer-based information system. A case study was conducted to determine the congruence of an organisation's value and IT value compatibility. This study found that there was a high correspondence in the organisational structure and practice dimensions; however, there were organisational culture disparities. The cultural disparities reflected the self-service acceptance and training issues experienced by the case organisation. These findings add insight into the problems experienced with value compatibility and the adoption of the information systems, and show the potential use of the proposed framework in the detection of such problems.
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WEBB, JANE. "KEEPING ALIVE INTER-ORGANISATIONAL INNOVATION THROUGH IDENTITY WORK AND PLAY." International Journal of Innovation Management 21, no. 05 (June 2017): 1740009. http://dx.doi.org/10.1142/s1363919617400096.
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This paper discusses how people draw on the strategic interests and motivations of their home organisations in negotiating the activities inter-organisational collaboration for innovation will include. Through presenting ethnographic snapshots of a case involving fifteen partner organisations, the paper explores how members of a coordinating group make sense of the possibilities and constraints for joint work. As they discuss new activities, they engage in identity work and identity play, simultaneously identifying with their home organisations and the meta-organisation. This finding challenges previous research assuming the importance of a coherent and stable collective identity for collaborative work. Instead the author suggests that innovation practitioners leave space for multiple objectives to emerge over time within joint activities in order to keep alive inter-organisational innovation. The author calls for more research into how the interplay of organisational identities enables and constrains the practices of organising for inter-organisational innovation.
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DALZIEL, MARGARET. "GAMES OF INNOVATION: THE ROLES OF NONPROFIT ORGANISATIONS." International Journal of Innovation Management 11, no. 01 (March 2007): 191–214. http://dx.doi.org/10.1142/s1363919607001679.
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Games of innovation involve four types of organisational players: firms, governments, universities, and nonprofit organisations. Of the four, nonprofit organisations are the least well understood. To capture the contributions of all types of organisational players, I adopt the perspective of a focal firm and consider the roles that other organisations play with respect to its ability to innovate. I introduce the roles of institutional enabler and institutional balancer, in which another organisation increases or decreases, respectively, the focal firm's ability to innovate by shaping the networks and markets in which it participates. I then develop propositions regarding the importance of the institutional enabler and balancer roles, and the roles of nonprofit organisations, in games of innovation.
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Uppathampracha, Rachadatip, and Liu Guoxin. "A Study on the Relationships between Authentic Leadership, Job Crafting, Psychological Capital and Organisational Innovation." INTERNATIONAL JOURNAL OF MANAGEMENT SCIENCE AND BUSINESS ADMINISTRATION 7, no. 4 (2021): 14–22. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.74.1002.
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The financial business industry has a vital role in national economic development. In Thailand, financial businesses practice innovation to develop the organisation. Weighing on this matter, this study examined the impacts of authentic leadership, psychological capital, and job crafting on the organisational innovation of Thailand’s financial business sector. Survey questionnaires were distributed to 683 private company employees for example. Multiple linear regression analyses were employed as the data analysis techniques. The findings disclosed a significantly positive relationship between authentic leadership and organisational innovation; the hypothesis was, hence, supported (β= 0.61, t = 21.49, p =.00). Besides, the results showed that psychological capital and organisational innovation had a significant positive relationship, proving the hypothesis (β = 0.73, t = 21.89, p =.00). Moreover, job crafting and organisational innovation positively and significantly impacted job crafting and organisational innovation, sustaining the hypothesis (β = 0.70, t = 21.33, p =.00). Overall, this study found the relative importance of authentic leadership, psychological capital, and job crafting enhancing organisational innovation. The findings may assist practitioners in business organisations in setting up policies, planning, and strategies. Future research may explore the impacts of multiple sectors and industries as well as add other variables influencing the organisational innovation in the prediction equation. Additional mediating and moderating mechanisms may be needed to advance the relevant knowledge.
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Schulze, Jonas Hermann, and Felix Pinkow. "Leadership for Organisational Adaptability: How Enabling Leaders Create Adaptive Space." Administrative Sciences 10, no. 3 (June 28, 2020): 37. http://dx.doi.org/10.3390/admsci10030037.
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Organisational adaptability is the ability of an organisation to recognise the need to change and seize opportunities in dynamic environments. In an increasingly complex world, leadership must pay attention to dynamic, distributed, and contextual aspects in order to position their organisations for adaptability. The theory of dynamic capabilities constitutes a central concept for the requirements that enable organisational adaptability. Recent research suggested a model of “leadership for organisational adaptability” embedded in the theory of dynamic capabilities and ambidextrous leadership. This model ascribes leaders the task of creating “adaptive spaces”, which are ways to engage in tension that arises when new ideas collide with an organisation’s operational system, in order to generate and scale innovation. This work employs a qualitative research design by conducting expert interviews with participants from the management consulting industry as an exemplary object of research, and it identifies ways by which leaders can create such adaptive spaces. Findings indicate that leaders predominantly achieve this by providing employees with head space and opportunities to connect with others and promote diversity within their organisations. However, they could engage more actively in activities that pressure the organisation to change, leverage network structures to scale innovation, and in developing employees. It further emerged that organisations have not fully internalised the notion of distributed leadership, which is deemed crucial for coping with complexity.
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Zhao, Na, Congcong Lei, Hui Liu, and Chunlin Wu. "Improving the Effectiveness of Organisational Collaborative Innovation in Megaprojects: An Agent-Based Modelling Approach." Sustainability 14, no. 15 (July 25, 2022): 9070. http://dx.doi.org/10.3390/su14159070.
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As the complexity, breadth of expertise and number of agents involved in megaprojects grow, collaborative innovation models become invaluable for helping to achieve sustainable project development. On this basis, the purpose of this study is to explore the innovation output mechanisms used for collaborative innovation in megaproject (CIMP) systems by the agent-based modelling (ABM) approach, and to promote the efficiency and effectiveness of organisational collaborative innovation through variable controls. A multi-agent simulation CIMP model was developed using the NetLogo tool. The model encompasses the behavioural factors and interaction rules that affect organisational CIMP. Four simulations were conducted, and the results showed that (1) the innovation environment, including policy environment, cultural climate, and engineering demand, has a positive effect on the output rate of CIMP; (2) a larger scale of innovative network organisation accelerates innovation output; (3) innovative organisations must avoid enforcing high standards for cooperation, communication, and recognition abilities when selecting partner organisations; (4) innovative organisations’ ability to absorb technology, information, and knowledge is positively related to output, while an increase in behavioural costs reduces the scale of innovative network organisations, thereby affecting their output. This study developed its CIMP theory from the perspective of organisational behaviour. The findings are expected to provide methodological and practical guidance for the selection of innovation agents, behavioural patterns, and for guaranteeing efficient innovation in collaborative megaproject organisations.
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OUAKOUAK, MOHAMED LAID, and NOUFOU OUEDRAOGO. "ANTECEDENTS OF EMPLOYEE CREATIVITY AND ORGANISATIONAL INNOVATION: AN EMPIRICAL STUDY." International Journal of Innovation Management 21, no. 07 (September 19, 2017): 1750060. http://dx.doi.org/10.1142/s1363919617500608.
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As an important source of organisational innovation, employee creativity is considered by most scholars and practitioners as a must for contemporary organisations. In this vein, organisational members should and must actively engage in generating new and valuable ideas. Various scholars have emphasized the value of identifying and understanding the factors contributing to employee creativity. The purpose of this research is therefore to investigate the factors fostering individual creativity and organisational innovation. To this end, we have developed a conceptual model and tested it with an empirical study based on a sample of 307 participants from Canadian organisations. The results reveal that knowledge sharing and person–organisation fit have positive impacts on individual creativity. Furthermore, personal trust moderates the relationship between business ethics and individual creativity. The results also show that an initiative-friendly culture moderates the impact of individual creativity on organisational innovation.These findings offer a new framework for developing further studies on creativity and innovation, as well as important practical implications for managers.
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FLYNN, M., L. DOOLEY, D. O'SULLIVAN, and K. CORMICAN. "IDEA MANAGEMENT FOR ORGANISATIONAL INNOVATION." International Journal of Innovation Management 07, no. 04 (December 2003): 417–42. http://dx.doi.org/10.1142/s1363919603000878.
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Modern organisations are under ever increasing competitive pressure to maintain market share, enhance product range, improve efficiency and reduce cost. The process by which organisations attain these improvements is through innovation. Over recent years, significant research has focused on the issue of managing the process of developing ideas towards eventual organisational innovations. However, the process by which these ideas are generated and effectively managed is one which currently operates in an "ad hoc" fashion. This paper strives to present a structured and holistic approach to managing idea generation. A literary survey of both innovation and creativity is undertaken to determine their inter-relationships and core traits. Following this, a methodology is presented to facilitate the organisational management of the "Idea Generation" process. An integrated software tool to support the process is also introduced. The purpose of this tool is to provide an infrastructure for the effective management of ideas and their transfer to the larger innovation process.
Dissertations / Theses on the topic "Organisational Innovation"
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Rodríguez-Gómez, David, and Sallán Joaquín Gairín. "Innovation, Organisational Learning and Knowledge Management in Educational Organisations." Pontificia Universidad Católica del Perú, 2015. http://repositorio.pucp.edu.pe/index/handle/123456789/116863.
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Educational organisations call for strategies that allow them to meet the constant and changing demands of their environment. It is not a question of organisations adapting to social change, but of them also being able to anticipate change and to seek out alternatives. It is precisely the development of organisational learning and knowledge management strategies that allows these challenges to be met, providing organisations with tools and processes that allow them to generate new knowledge and capitalise on existing knowledge, thereby improving staff performance and, therefore, the performance of the organisation itself. In this paper, do we examine the development of organisational learning processes in educational institutions, and we also advocate knowledge management as the best strategy for promoting organisational learning and innovation.Las organizaciones educativas requieren de estrategias que les permitan responder lascontinuas y cambiantes exigencias y necesidades de su entorno. No se trata de que las organizaciones se adapten a los cambios sociales, sino de que también sean capaces de anticiparse a ellos y de buscar alternativas. El desarrollo de estrategias de aprendizaje organizativo y gestión del conocimiento permite, precisamente, afrontar estos desafíos, dotando a las organizaciones de herramientas y procesos que les permitan generar nuevo conocimiento y rentabilizar el conocimiento existente, mejorando así el rendimiento de los trabajadores y, por tanto, de la propia organización. En este artículo revisamos el desarrollo de los procesos de aprendizaje organizativo en lasinstituciones educativas, y defendemos la gestión del conocimiento como la mejorestrategia para promover el aprendizaje organizativo y la innovación.
Organizações educativas exigem estratégias para atender às demandas e necessidades de seu ambiente de contínuo e em constante mudança. Não é que as organizações se adaptarem às mudanças sociais, mas também ser capaz de antecipá-los e encontrar alternativas. Desenvolver estratégias para a aprendizagem organizacional e gestão do conhecimento permite justamente atender a esses desafios, as organizações que oferecem ferramentas e processos que lhes permitam gerar novos conhecimentos e capitalizar o conhecimento já existente, melhorando assim o desempenho dos trabalhadores e, assim, da organização. Neste artigo, revisamos o desenvolvimento de processos de aprendizagem organizacional em instituições de ensino, e defender a gestão do conhecimento como a melhor estratégia para promover a aprendizagem organizacional e inovação.
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Shi, Xiaohui. "Organisational innovativeness and diffusion of innovation." Thesis, University of York, 2011. http://etheses.whiterose.ac.uk/2245/.
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In the existing literature, studies of innovativeness usually focus on individual characteristics with little concern for aggregated behaviour; the central role of innovativeness, opinion leadership, and geographic location have not been fully reflected in diffusion models; most diffusion models either make simplified as-sumptions to model aggregated trends or concern individual behaviours exces-sively as being ‘toy models’; understandings of the diffusion forces bifurcate into explanations on social contagion effect and self-conformity effect and few diffu-sion models have tried to combine these two streams of thinking. In order to contribute knowledge to these fields, this study seeks to model the diffusion process from an agent-based perspective, with a specific focus on the effects of organisational innovativeness, opinion leadership, and geographic location. The proposed model is a focusing tool that helps interpret and organise the empirical observation. In turn, the model’s results could raise further questions for empiri-cal exploration. The result from the model simulation echoes a number of existing works on in-novation strategies with further quantitative implications for both industry policy makers and managers in organisations. It is found that the statistical distributions of organisational innovativeness and opinion leadership are both important fac-tors in diffusion; the level of information flow between organisations with differ-ent innovativeness levels influences the diffusion process significantly; to cluster organisations in one area changes the interactions between them and increases the diffusion rate, even when the average interaction level of the system is con-trolled. The model also indicates that organisations’ self-effort is the only way for being innovators; that factors that are related to interactions with others are more important for laying in the majority category; and that laggards normally adopt innovations by ‘luck’.
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Edwards, T. J. "Collaborative alliances and organisational innovation : a study of the innovation process." Thesis, Aston University, 2001. http://publications.aston.ac.uk/10741/.
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Despite the voluminous studies written about organisational innovation over the last 30-40 years our understanding of this phenomenon continues to be inconsistent and inconclusive (Wolfe, 1994). An assessment of the theoretical and methodological issues influencing the explanatory utility of many studies has led scholars (e.g. Slappendel, 1996) to re-evaluate the assumptions used to ground studies. Building on these criticisms the current study contributes to the development of an interactive perspective of organisational innovation. This work contributes empirically and theoretically to an improved understanding of the innovation process and the interaction between the realm of action and the mediating effects of pre-existing contingencies i.e. social control, economic exchange and the communicability of knowledge (Scarbrough, 1996). Building on recent advances in institutional theory (see Barley, 1986; 1990; Barley and Tolbert, 1997) and critical theory (Morrow, 1994, Sayer, 1992) the study aims to demonstrate, via longitudinal intensive research, the process through which ideas are translated into reality. This is significant because, despite a growing recognition of the implicit link between the strategic conduct of actors and the institutional realm in organisational analysis, there are few examples that theorise and empirically test these connections. By assessing an under researched example of technology transfer; the government's Teaching Company Scheme (TCS) this project provides a critique of the innovation process that contributes to theory and our appreciation of change in the UK government's premier technology transfer scheme (QR, 1996). Critical moments during the translation of ideas illustrate how elements that are linked to social control, economic exchange and communicability mediate the innovation process. Using analytical categories i.e. contradiction, slippage and dysfunctionality these are assessed in relation to the actions (coping strategies) of programme members over a two-year period. Drawing on Giddens' (1995) notion of the duality of structure this study explores the nature of the relationship between the task environment and institutional environment demonstrating how and why knowledge is both an enabler and barrier to organisational innovation.
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Baregheh, Anahita. "Organisational innovation in food sector SMEs : innovation orientation, types and process." Thesis, Bangor University, 2011. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.680447.
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Chaniadi, Frengky. "Innovative management of management innovation (IMMI)." Thesis, University of Manchester, 2014. https://www.research.manchester.ac.uk/portal/en/theses/innovative-management-of-management-innovation-immi(378a8b7d-597e-496f-bd49-99a6d09e3542).html.
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The rapid convergence of collaborative technologies, democratisation of digital communication and consumerisation of Smart Grid infrastructure (i.e.: smart metering and distribution substation automation) have faltered the efficacy of centralised command-and-control and its insular sub-culture. For complex firms in today's creative economy, this infers that management innovation (MI)—“an induced managerial capacity to search for novel ways to create value”, is rapidly becoming liabilities unless it is innovatively managed for overcoming the inertia of discontinuity opportunities. The raison d'être of this thesis is to investigate the generative managerial processes through which MI can be fostered for experimentation and innovatively managed for acceleration. It comprises four qualitative case studies that involved in-depth interviews, surveys, public records and archival documentaries of four Canadian energy and utilities organisations. The conclusions are fascinating both expected and unanticipated. I found that many, if not most, of the contemporaneous routines of pyramidal target-setting and benchmark-driven cultures are ubiquitously evident. Business planning and risk management still function, albeit the objects of those tenets are different. These quasi-objects include, but are not limited to, organic structures, web-enabled paradigm, pragmatic mindset of middle-down-up crowdsourcing and fragmented evaluation of efforts to evoke the innovative management of management innovation (IMMI). Further adjacent to the quest for driving renewed growth, a new governing dynamic is hinging upon the IMMI that forges a pattern for resiliency and sustainability. Managers capitalise on the epistemic IMMI to regain competitive advantage while enduring endogenous fiefdoms and exogenous disruptions. They catalyse information semantically, harness collective capability effectively, stage prolifically faster MI experimentations and accelerate the cycle of MI more pervasively. I henceforth propose a unified managerial process, dubbed the "Cloverleaf 4S Model" (Strategise—Synchronise—Steward—Sustain). Implicit in this approach, managers believe that their finely-tailored practices epitomise an evolutionary process of deliberate selection in the pursuit for distinctive MI capabilities and expanding authority dynamics in the managership. This allows for self-adaptive mechanisms shifting from silos to swarming as well as the indigenous aspects of IMMI practices—exaptation, cognitive flexibility, speed to adaptation and executional excellence. The implication of this study presents heuristical insights to managers in galvanising perennial innovation and unlocking their IMMI to build an agile, intelligent enterprise.
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Andriopoulos, Constantine A. "Mind stretching : a grounded theory for enhancing organisational creativity." Thesis, University of Strathclyde, 2000. http://oleg.lib.strath.ac.uk:80/R/?func=dbin-jump-full&object_id=21175.
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This doctoral thesis establishes an initial understanding, by providing an insight, on the way employees' creativity can be enhanced. Specifically, the primary focus of this study is to explain the different ways through which creative organisations mobilise creativity within the workplace environment. The findings of this research revealed the emergent substantive process of mind stretching. The process of mind stretching is about developing the conditions where creative individuals can extend their creative potential within project based environments. This substantive theory has emerged through the study of organisational behaviour of creative professionals within three organisations, namely a corporate identity consultancy, a multidisciplinary design consultancy and an architectural firm. Mind stretching has two sub-core variables, "perpetual challenging" and "confidence building". Perpetual challenging encompasses the processes that creative organisations use in order to enhance employees' internal drive to perceive every project as a new creative challenge. Confidence building refers to the ways through which creative organisations assist their employees to build a belief in themselves. Each of the aforementioned sub-core variables has categories which explain the way the theory works within its context. The emergence of the theory of "Mind Stretching" was made possible by using the orthodox grounded theory method. The researcher followed specific stages of analysis and synthesis of data. After having identified the basic social process of mind stretching, it was then compared with the existing bodies of literature. The mind stretching theory provides an original perspective into the behaviour of the people under investigation. It provides an integrated conceptual explanation of the different ways adopted by creative organisations to mobilise creativity within their workplace environment. Furthermore, as with all grounded theory studies conducted in organisational settings,the mind stretching theory can be considered as methodologically original since it provides a holistic and in-depth insight into current business practices. Keywords: Creativity, Innovation, Grounded theory, Employees, Organisational culture.
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Egger, Philipp G. "Building technical process innovation capability : an intra-organisational perspective." Thesis, University of Cambridge, 2016. https://www.repository.cam.ac.uk/handle/1810/263029.
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This dissertation is concerned with the strategic management of process innovations. It explores and describes in what way the technical process innovation capability is built and maintained by R&D and production departments at a world leading motor vehicle manufacturer. It is widely accepted that new or significantly improved production methods are a main driver of competitive advantage for innovative manufacturers and enable both effectiveness and efficiency gains. However, the strategic management of process innovations has been subjected to little research and remains not well understood. This research set out to develop a descriptive model—outlining the used activities, mechanisms and controls to undertake technical process innovation projects as well as the applied strategies, practices or tactics to institutionalise the knowledge and skills—which illustrates the strategic management of process innovations. An IDEF0 (Integration DEFinition language 0) function model was ’constructed’ from 15 examples of current or recent technical process innovations within the Bayerische Motoren Werke Aktiengesellschaft (BMW AG). This single-company multiple-case design utilised data sources such as semi-structured interviews, written documents and direct observations and made use of an inductive thematic (coding) analysis. Emerging from the evidence, this research reveals that cumulative learning through a closed-loop control and an appropriate interplay of co-ordination and learning mechanisms is essential for building and maintaining a technical process innovation capability. Furthermore, there is evidence to indicate that a formal system of reflection and contextspecific co-ordination mechanisms facilitate the incorporation of lessons learned and project related experiences into organisational process assets. The main outcome of this research has been the synthesis of elements contributing to the formation of a firm’s technical process innovation capability by means of a graphical concept map. However, due to the breadth of the investigated innovation stage-gate model which starts with a stimulus for innovation and proceeds through various stages of design and industrialisation to an innovation introduced into practice, some areas would benefit from further work. A possible direction to strengthen the empirical evidence is not only to replicate this research within and outside the automotive industry but also to focus on elements of the graphical concept map and to explain and understand their interaction in greater detail.
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Beales, Richard. "An ontology-based platform to support organisational innovation networks." Thesis, University of Southampton, 2004. https://eprints.soton.ac.uk/266401/.
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Successful organisations innovate. Innovation in operational and business practice is essential in any organisation wishing to increase efficiency and profitability and adapt rapidly to changing external conditions, while changing fashions, the threat of terrorism, environmental concerns and diminishing natural resources all encourage demand for products and services that are not just new, but different. Despite this, the potential market for tools that can support innovation has largely been ignored by business software providers. To understand the means by which innovation can be supported, this thesis first outlines the close relationship between innovation and knowledge, examines mainstream organisational knowledge management processes and considers their limitations when applied to innovation-led organisations. An alternative, community-based knowledge management model is introduced that better suits these organisations. Existing technologies that address some element of this model are surveyed and their limitations identified. These findings inform the specification of a flexible, holistic innovation support architecture, Aware, based on a unified organisational conceptualisation, or ontology. Aware is an active platform, implemented using the JESS expert system shell, which maintains a dynamic organisational evaluation that supports a range of innovation support services. These include bulletin delivery, event management, social network identification and expert finder capability. It is shown that this single platform addresses all of the key environmental requirements of innovation, while providing functionality and a degree of integration that cannot be achieved with traditional multi system approaches. The platform is demonstrated using a kiosk client application for deployment within a single innovation-led organisation and further tested by exploration of an alternative usage scenario within the organic farming community.
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Walker, Anna Ellen. "Creativity, organisational climate and innovation : an interdisciplinary, multilevel perspective." Thesis, University of Manchester, 2015. https://www.research.manchester.ac.uk/portal/en/theses/creativity-organisational-climate-and-innovation-an-interdisciplinary-multilevel-perspective(95639d30-93f9-4f43-9231-a3b6b776cd77).html.
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Creativity and innovation are increasingly recognised as important for business success. A primary concern for organisations seeking to encourage creativity and innovation is establishing an environment that is conducive to their occurrence. To gain a better understanding of the relationships between these constructs, the current research has taken an interdisciplinary, multilevel approach. Taking this approach answers multiple calls for empirical research that combines disciplines (in this case, the disparate psychology and innovation management literatures) and estimates cross-level relationships between Creative and Innovative Climate, Team Creativity and Front End Innovation, utilising advances in statistical analysis and computational modeling. The current research comprised three studies. Studies 1 (n=117, n=841) and 2 (n=416, n=841, n=30) developed two new psychometric measures: the Front End Innovation Scale and the Creative and Innovative Climate Scale. Measurement of both Creative and Innovative Climate and Front End Innovation has been fraught with problems. These have been problems of conceptualisation, in that there is no consensus as to which dimensions comprise either Creative and Innovative Climate or Front End Innovation, and also a problem of statistical robustness, as the majority of previous measures of both Creative and Innovative Climate and Front End Innovation have not been developed following psychometric principles. Study 3 (n=841) explored the single and multilevel relationships between Individual and Team Creativity, Front End Innovation and Creative and Innovative Climate, and investigated whether Individual Creativity and Individual Creative Performance are synonymous constructs. All studies used quantitative data derived from a questionnaire, which was supplemented in Study 2 by qualitative narrative data. In addition to the development of two new psychometric measures, the current research contributed to the understanding of what Front End Innovation and Creative and Innovative Climate are, and the factors that comprise them. Given the lack of definitional and measurement consensus surrounding these topics, this understanding can guide future research. Furthermore, Study 3 identified two aspects of Creative and Innovative Climate that seem to be the most important for creativity and innovation (Internal Networks and Team Cohesion), particularly at the team level where they accounted for a greater proportion of the variance than at the individual level. The dual role of formalised processes surrounding creativity and innovation was also discovered, in that formalised processes were perceived to hinder individuals but benefit Team Creativity and Front End Innovation. Very little previous research has explored these relationships and none identified this duality. Lastly, Study 3 represents the first comprehensive empirical investigation of the relationship between Creative and Innovative Climate and each aspect of Front End Innovation.
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Ajayi, Oluseyi M. "The impact of employee ambidexterity on organisational and marketing innovations : organisational context for exploiting the present and exploring for the future." Thesis, Loughborough University, 2013. https://dspace.lboro.ac.uk/2134/12562.
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Research studies on innovation tend to focus more on Process and Product Innovations (PPIs), while both Organisational and Marketing Innovations (OMIs) have been under-researched. The lack of prior research on these non-technological innovations has been attributed to poor data availability. Theoretical opinions show that OMIs could be necessary prerequisites needed to optimally utilise and deploy these PPIs. Organisational Ambidexterity (OA) has emerged to be crucial in achieving long-term organisational success. Ambidexterity in an organisational context refers to the ability to concurrently exploit current competitive advantage and explore new opportunities with equal dexterity. For firms to remain competitive and adaptive to continuous change in the business environment, OA has been noted as a necessary attribute, but research on ambidexterity at the individual level of analysis is limited. There is a lack of understanding of how individual ambidexterity at the lower-levels of the organisation affects the overall ambidexterity of the organisation. This research explores organisational context antecedents of OMIs capabilities; Organisational and Employee Ambidexterity, and identifies how individual employees in Small and Medium-sized Manufacturing and Service Organisations could contribute to the capability of their organisation to concurrently exploit present market opportunities and explore new opportunities, towards sustaining their competitive advantage. This study involves a two-phase sequential mixed methods design beginning with a qualitative exploratory research involving 15 in-depth Nigerian-based interviews. The first phase facilitated preliminary assessment of organisational context, measured by the Cameron and Quinn's Organisational Culture Assessment Instrument. This phase also aided the understanding of factors that promote OMIs capabilities and the development of themes used to design the survey instrument for the second phase. The second phase involved a quantitative study of 398 shop-floor and 202 managerial staff from Small and Medium-sized Nigerian Manufacturing and Service Organisations. This phase was characterised by descriptive and inferential statistics through Structural Equation Modelling. This aided identifying the organisational context that promotes Employee Ambidexterity (EA) and the relationships between EA; OA; and OMIs' capabilities. vi Drawing upon information-rich evidence, this study identified enablers that could promote EA; OA; OMIs; effective innovations; and sustainable organisational growth. Statistical evidence from the research findings shows that Organic Structure and Knowledge Sharing, plus a Flexible and Family-like Organisational Culture: 1. enhances Employee Ambidexterity and Level of Engagement; 2. improves employees' contributions to OA, OMIs and SMEs' growth; 3. optimises the internal capabilities of SMEs in order to promote their sustainable growth; 4. enables SMEs to search for new market opportunities and strengthen current market positions concurrently; and 5. promotes viable Manufacturing and Service SMEs that are needed to offset the prevalent public sector job losses. A framework that relates: Individual and Organisational Ambidexterity; Organisational and Marketing Innovations capabilities; and Organisational Performance, has been identified in this study. While Marketing Innovation capability and Exploitative Orientation of Ambidexterity target the short term organisational benefits, Organisational Innovation capability and Explorative Orientation of Ambidexterity address the long term competitive advantage of the organisations. Besides advancing literature on the study of Organisational Ambidexterity by combining the individual level of analysis with the organisational level of analysis, this study identifies frameworks that promote effective innovation and sustainable organisational performance through shop floor employees' contributions to Organisational Ambidexterity and OMIs in SMEs. Outcomes of this research have been eye-openers for the case organisations on how to optimally utilise their resources (people, materials, knowledge, technology and other assets) to achieve sustainable growth and long term success.
Books on the topic "Organisational Innovation"
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Webb, Janette. The mismanagement of innovation?: Organisational factors. Edinburgh: University of Edinburgh, Department of Business Studies, 1991.
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Gjerding, Allan Næs. Technical innovation and organisational change: The innovation design dilemma revisited. Aalborg: Dept. of Business Studies, Aalborg University, 1996.
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Kesavan, Preethi. Enablers of Organisational Learning, Knowledge Management, and Innovation. Singapore: Springer Singapore, 2021. http://dx.doi.org/10.1007/978-981-15-9793-0.
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Erik, Andreasen Lars, ed. Europe's next step: Organisational innovation, competition and employment. Ilford, Essex, England: Frank Cass, 1995.
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Erik, Andreasen Lars, ed. Europe's next step: Organisational innovation, competition and employment. Ilford, Essex, England: Frank Cass, 1995.
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Jensen, Michael C. Foundations of organizational strategy. Cambridge, Mass: Harvard University Press, 1998.
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M, Rubin Irwin, and Wilson Tim, eds. Caring matters: Everyday tales for healing organisations. Chichester: Kingsham Press, 2005.
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Accelerating the spread of good practice: A workbook for healthcare. Chichester: Kingsham Press, 2002.
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Organisational innovation in health services: Lessons from the NHS treatment centres. Bristol: Policy Press, 2011.
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Smyth, Seamus. Organisational innovation: The use of structural devices to achieve the quality mark. Dublin: University College Dublin, 1991.
Find full textBook chapters on the topic "Organisational Innovation"
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Wynn, Andy. "Organisational Schizophrenia – Your Two Competing Organisations." In Cracking the Innovation Code, 107–25. Abingdon, Oxon; New York, NY: Routledge, 2021.: Routledge, 2020. http://dx.doi.org/10.4324/9781003099086-6.
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Vindeløv-Lidzélius, Christer. "Organisational learning." In Developing Capacity for Innovation in Complex Systems, 76–87. First Edition. | New York : Routledge, 2020. | Series: Routledge studies in innovation, organizations and technology: Routledge, 2020. http://dx.doi.org/10.4324/9780429321061-6.
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Kesavan, Preethi. "Findings: Social Innovation, Architectural Innovation, and Cultural Innovation." In Enablers of Organisational Learning, Knowledge Management, and Innovation, 135–203. Singapore: Springer Singapore, 2020. http://dx.doi.org/10.1007/978-981-15-9793-0_5.
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Wittrock, Christian, Ellen-Marie Forsberg, Auke Pols, Philip Macnaghten, and David Ludwig. "Organisational Drivers for RRI." In Implementing Responsible Research and Innovation, 23–36. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-54286-3_3.
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Wittrock, Christian, Ellen-Marie Forsberg, Auke Pols, Philip Macnaghten, and David Ludwig. "Organisational Barriers for RRI." In Implementing Responsible Research and Innovation, 37–51. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-54286-3_4.
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Germonprez, Matt, and Brian Warner. "Organisational Participation in Open Innovation Communities." In Managing Open Innovation Technologies, 35–52. Berlin, Heidelberg: Springer Berlin Heidelberg, 2012. http://dx.doi.org/10.1007/978-3-642-31650-0_3.
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Murswieck, Raphaël. "Theoretical Basics on Organisational Innovation Performance." In Sustainable Management, Wertschöpfung und Effizienz, 3–28. Wiesbaden: Springer Fachmedien Wiesbaden, 2021. http://dx.doi.org/10.1007/978-3-658-34761-1_1.
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Sveiby, Karl-Erik, and Beata Segercrantz. "The (ir)responsibility of organisational innovation." In Transformative Action for Sustainable Outcomes, 57–63. London: Routledge, 2022. http://dx.doi.org/10.4324/9781003229728-11.
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Szüdi, Gábor, Dietmar Lampert, Marko Hajdinjak, Desislava Asenova, Elsa Alves, and Maya Vestergaard Bidstrup. "Evaluation of RRI Institutionalisation Endeavours: Specificities, Drivers, Barriers, and Good Practices Based on a Multi-stakeholder Consultation and Living Lab Experiences." In Ethics and Responsible Research and Innovation in Practice, 57–72. Cham: Springer Nature Switzerland, 2023. http://dx.doi.org/10.1007/978-3-031-33177-0_4.
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AbstractThe aim of this study is to provide research performing organisations and research funding organisations (RPOs and RFOs) with practical advice on how to engage in an effective RRI institutionalisation. Therefore, we first looked at the most relevant drivers, challenges, and the most beneficial good practices potentially affecting RRI institutionalisation within RPOs and RFOs across Europe through a multi-step, multi-stakeholder consultation approach. The broad set of drivers, barriers and good practices identified at the consultation was methodologically divided into structural, cultural and interchange-related aspects. These aspects can theoretically exercise a positive or negative impact on the RRI institutionalisation, and their validity was tested in Living Labs by six organisations. By categorising these six implementers in terms of RRI readiness we were able to identify key factors and describe specific organisational circumstances conducive to a successful adoption and use of RRI principles and practices for three organisational types of RPOs/RFOs.
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Haraguchi, Kana. "Organisational Innovation by Manufacturing SMEs in Vietnam." In Innovation in Developing Countries, 77–98. Singapore: Springer Singapore, 2019. http://dx.doi.org/10.1007/978-981-13-3525-9_4.
Full textConference papers on the topic "Organisational Innovation"
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Roberts, Ruby, Rhona Flin, and Luca Corradi. "Accelerating Technology Adoption: A Benchmarking Study of Organisational Innovation Adoption Culture in Upstream Oil and Gas." In SPE Offshore Europe Conference & Exhibition. SPE, 2021. http://dx.doi.org/10.2118/205448-ms.
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Abstract Working towards a net zero future requires change and adaptation from us all. Innovation offers many potential solutions on how to successfully make that change within the oil and gas industry. Consequently, maximising the value that technological innovation presents is vital for delivering a sustainable net zero. Yet, the oil and gas industry has developed a reputation for being conservative and reluctant to adopt new technology, with companies sometimes referred to as "fast followers". In recent years, the industry has begun to change with an incremental increase in innovation activities. Despite these efforts, and a need to accelerate innovation, there appears to be a resistance to adopt new technology. Evidence from O&G industry bodies indicate that psychological factors play a key role in technology adoption; not surprisingly, as workers, managers, investors, and regulators can all have a powerful influence on an organisation's receptivity to new technology. Recent research has provided insight into the psychological factors that influence technology uptake decisions in the oil and gas industry. Through a series of studies, the psychological technology adoption framework (P-TAF) was developed which outlined the 15 key psychological factors that influence technology adoption decisions. These are organised into 6 categories: personality, attitudes, motivations, cognitive factors, social factors, and organisational level factors. The work emphasised the influence that overarching organisational culture can have on how people respond to and introduce technology within their company. Whilst technology readiness levels are commonly applied to start-ups and their innovations, less is known about the readiness culture which facilitates innovation uptake. To bridge this gap, a preliminary measure of organisational innovation adoption culture was developed as based upon the previous psychological research, empirical innovation measures, and organisational culture models. This was piloted as an online survey with 36 people working in the technology space in O&G in June 2020. These results were used to later refine the culture measure to develop a 33-item scale consisting of eight categories. This new measure was deployed as part of an industry benchmarking study of innovation adoption culture within O&G consisting of 82 managers from 12 companies and in December 2020. Participating organisations were given the opportunity to receive a snapshot of their technology adoption culture. An overview of the measure and a summary of survey results will be given during the presentation as well as recommendations on how to support an innovation adoption culture. A considerable volume of new technology needs to be developed and adopted to be able to reach net zero and understanding the psychological and cultural barriers is imperative to delivering that.
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Roberts, Ruby, Rhona Flin, and Luca Corradi. "Maximizing Technology for the Energy Transition: An Organisational Innovation Adoption Culture Survey." In SPE Offshore Europe Conference & Exhibition. SPE, 2023. http://dx.doi.org/10.2118/215557-ms.
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Abstract Accelerating our transition towards a net zero future is imperative for both the longer-term success of the energy sector and providing energy security for wider society. An integrated North Sea offers significant opportunities for working towards these targets but also represents challenges for the energy sector. Innovation has been the backbone of the oil and gas industry, continuing to provide many solutions for a smooth transition. Whilst there have been increasing efforts to facilitate innovation, the oil and gas industry has retained a reputation for being conservative and reluctant to adopt new technology with many companies preferring to be "fast followers". Consequently, it is essential for the success of the energy transition to address the resistance to innovation adoption. Our previous research has shown that that psychological factors impact on technology adoption decisions in the oil and gas industry, such as gatekeepers’ attitudes, motivations, and risk perception, as well as social influence – all with the potential to act as innovation barriers. Organisational culture was found to have a significant effect on how people respond to and introduce technology into their organisation. Whilst the role of organisational culture is recognised for key strategic priorities, such as safety, less is known about the culture that values and facilitates innovation uptake. In response to this gap, a pioneering organisational innovation adoption culture questionnaire was developed based upon our earlier findings and extant literatures. Having been successfully piloted with 12 operating companies in 2021, in this study it was refined and validated with one international oil company. The refined innovation adoption questionnaire consists of 36 items covering eight factors: Collaboration, Innovation Value, Leadership & Vision, Implementation Context, Open Communication, Organisational Learning & Competence, Rewards & Recognition, and Risk Taking for Technology adoption. The questionnaire was run in an online survey across the company with 455 participants (85%working onshore and 13% working offshore, 2% did not indicate). The results provided a valuable snapshot of this company's innovation adoption culture across multiple locations and business areas. To examine the link between innovation adoption culture and innovation adoption behaviour, two questions asked about the current technology innovation adoption status in the company. An overview of the development of the measure and results of a psychometric analysis (criterion validity) of the questionnaire will be given, as well as recommendations and best practices on how to support an innovation adoption culture. This novel survey tool can offer valuable insights for companies looking to strengthen their innovation uptake profile, maximising the potential of innovation as part of their energy transition.
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Mikelsone, Elina, Jean-Pierre Segers, and Janis Frisfelds. "BRIDGING THE GAP BETWEEN WEB-BASED IDEA MANAGEMENT AND ORGANISATIONAL COMPETENCES BY SYSTEMATIC LITERATURE REVIEW AND FOUR CASE STUDIES." In 12th International Scientific Conference „Business and Management 2022“. Vilnius Gediminas Technical University, 2022. http://dx.doi.org/10.3846/bm.2022.823.
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Web-based idea management systems are directly connected to the creativity process, driving innovation, and challenging “conventional” way of idea management. To fully utilise web-based idea management systems, it is important to research what competences organisations should reward and boost to improve idea management results using web-based idea management systems. This investigation identifies the academic trends and their interaction between overlapping scientific fields, such as idea management, idea management systems and the basic and techno-logical organisational competences using bibliometric and network publication analysis. To verify the results and gain additional practical insights, four practical case studies of idea management practises of different organisations and industries are included. The data is collected through systematic and scientific podcast interviews with different or-ganisation representatives. To achieve the purpose of this research and to support the interview process, the scientific publications and their citations on idea management, idea management systems and competences are systematically analysed. The findings of this study provide important conclusions of the current state of research and serve as the basis for further empirical research on the organisational competences relevant for web-based idea management systems and their applications. This research is the first step to answer the question: which competences do organisations need to establish or improve, so that open innovation technologies will “boost” not “kill” creativity? The results are presented in a critical review form to establish a framework for the body of knowledge gathered in this research. The study highlights what kind of competences should be stimulated to successfully apply web-based idea management systems. Organisations should stimulate overall organisational competences and technology management competences. From overall organisational competences this includes – analytical, communicative, social, and monitoring competences. From technology management perspective this includes – process competences, project, systems competences, opera-tions systems competences.
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Gribincea, Alexandru. "The interdependence between organisational culture and business innovation IMM." In Conferinta stiintifica internationala "Strategii si politici de management in economia contemporana", editia VII. Academy of Economic Studies of Moldova, 2023. http://dx.doi.org/10.53486/icspm2022.50.
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Innovation has been mainly associated with the development of new products and the development of new processes. This view has changed, and innovation can now be linked to any part of the value chain, be it the development of new services, new business models, rethinking cooperation, revenue streams, distribution channels or management styles. This new vision of innovation applies to retail, industry and services. It is therefore increasingly interesting to gain a deeper understanding of the factors that impact innovation performance.
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ROMANO, ALDO. "EXPLORING NEW BUSINESS INNOVATION LEADERSHIP PARADIGMS." In Proceedings of the Workshop on Organisational Networks as Distributed Systems of Knowledge. PUBLISHED BY IMPERIAL COLLEGE PRESS AND DISTRIBUTED BY WORLD SCIENTIFIC PUBLISHING CO., 2004. http://dx.doi.org/10.1142/9781860947339_0005.
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Heikkinen, Maarit, and Hannamaija Maatta. "Design driven product innovation in enhancing user experience oriented organisational culture in B-to-B organisations." In 2013 IEEE Tsinghua International Design Management Symposium (TIDMS). IEEE, 2013. http://dx.doi.org/10.1109/tidms.2013.6981226.
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Sethibe, T., and Renier Steyn. "The relationship between leadership style, organisational climate, innovation and organisational performance: An investigation into research methodology used." In Proceedings of the International Conference on Business and Management Dynamics 2016: Sustainable economies in the information economy. AOSIS, 2016. http://dx.doi.org/10.4102/aosis.2016.icbmd10.03.
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Kröll, Martin, and Kristina Burova-Keßler. "The role of the digital coach in the context of digital transformation." In 14th International Conference on Applied Human Factors and Ergonomics (AHFE 2023). AHFE International, 2023. http://dx.doi.org/10.54941/ahfe1003310.
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The article deals with the results of the three-year EU project "Digital Coach". The project uses the ADAPTION maturity model and links it with the learning factory approach to develop a practice-oriented concept for promoting digital transformation in organisations and to apply it in Bulgaria, Hungary, Greece and Germany. Against this background, the tasks of the digital coach as a process promoter of the digital transformation in organisations are elaborated and a qualification programme is developed and tested.The tasks that the digital coach takes on in an organisation are interpreted as a special form of service meeting certain quality standards. The corresponding quality of the service can be determined in the project based on specific quality criteria and procedures for service quality.The establishment of this service in the form of a digital coach task field is interpreted as a special innovation in the project. In doing so, the article explores the question of the extent to which the implementation of the digital coach task field succeeds. To investigate this scientifically, a questionnaire was developed in several workshops with the project partners and experts from the field. The aim is to explore the possibilities and limits of establishing the task field of the digital coach in organisations and companies.The following question was investigated: What resistances and potentials can arise from the perspective of the organisational members when establishing the field of activity of the digital coach in the organisation? The respondents could choose between 16 items and give an assessment of the importance and the changeability of the potentials and resistances against the background of the implementation in the organisation. There was also the possibility to name and rank further potentials and resistances. Finally, suggestions were worked out on how to deal with the respective opportunities and barriers in a suitable way. A total of 40 questionnaires from four EU countries were available for evaluation. The evaluation of the survey was carried out with the help of the SPSS programme. Means, standard deviations, T-tests, effect sizes and factor analyses were carried out.As an example, the results of some items on resistance are discussed: Item 2 "It is unclear which organisational members the DC should ask in the organisation in order to gain knowledge about the processes relevant to digital transformation" is rated as changeable in a pronounced way, but at the same time not considered as important. Item 11 "It is often not easy to make the success of the DC's work visible" is also seen as easy to change, but as not very problematic. In contrast, item 12 "Since some organisational members reject or even resist change, there is a risk that the changes proposed by the DC will be viewed critically with the consequence that they will ultimately not be adopted" is seen as one of the greatest resistances. At the same time, this item is seen as the least changeable. Based on the results, concrete strategies for action can be derived and developed so that the establishment of the field of activity of the digital coach as an innovative service in organisations is successful.
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Rahnama, Hossein, Kerstin Johansen, and Anna Ohrwall Ronnback. "Automation Technology Solution Providers' Inter-organisational Collaboration for Production Innovation." In 2021 IEEE 26th International Conference on Emerging Technologies and Factory Automation (ETFA). IEEE, 2021. http://dx.doi.org/10.1109/etfa45728.2021.9613519.
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PASSIANTE, GIUSEPPINA. "AN INCUBATOR OF BUSINESS INNOVATION LEADERSHIP: THE EBMS EXPERIMENT." In Proceedings of the Workshop on Organisational Networks as Distributed Systems of Knowledge. PUBLISHED BY IMPERIAL COLLEGE PRESS AND DISTRIBUTED BY WORLD SCIENTIFIC PUBLISHING CO., 2004. http://dx.doi.org/10.1142/9781860947339_0010.
Full textReports on the topic "Organisational Innovation"
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Giacometti, Alberto, Mari Wøien Meijer, and Hilma Salonen. Who drives green innovation in the Nordic Region? A change agency and systems perspective. Nordregio, March 2024. http://dx.doi.org/10.6027/r2024:101403-2503.
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In addressing the critical challenge of systemic sustainability, this report explores the need for more than a one-size-fits-all approach in the Nordic Region. It investigates the role of change agency processes and the impact of policies and framework conditions on green transition changes in business sectors. Our two case studies reveal some of the bottlenecks and drivers of innovation and explore them from a systemic perspective and in different geographic scales, both from a place-based and place-less perspective. The methodology adopted in the report is comprehensive, including a deep dive into the evolution of innovation theory and policy, following by an in-depth analysis of green innovation in two sectoral developments, including multi-storey wood construction and the so-called ‘protein shift’. It examines the roles of different stakeholders, including governments, businesses, and communities, in fostering an environment conducive to systemic change. The report relies on the academic and policy evolution of innovation theory and practice, identifying, what is argued to be, an emerging generation of innovation policies focused not only on economic but also on societal and environmental goals, which has generated a heated debate. To add nuance to this debate, our report utilised sector-based case studies relying on expert interviews to shed light on the roles of different agents in producing, not only technological but systems innovation. Against the background of systems innovations theory, this study provides some insights into the relevance of place, and proximity – not just geographic, but cognitive, institutional, organisational and social proximity. regional innovation landscape. Key findings reveal that systemic green innovations in the Nordic region happen as a result of the sum of multiple actors intentionally and unintentionally driving change in place-based and place-less settings. Several obstacles hinder setting a clear direction to innovation and path creation as these barriers are deeply entrenched in governance complexities, social institutions, and place-based industrial and structural path dependencies. Disrupting technological and systems ‘lock-ins’, is therefore, not the role of single agents but the result of multiple ones acting on a place-based or technology-based setting, and requires enhanced policy frameworks, and entrepreneurial public institutions moving beyond setting the ‘rules-of-the-game’ to actively orchestrating action, mobilising stakeholders and facilitating co-operation. The report emphasizes the significance of knowledge exchange and the creation of trust-based networks to accelerate the adoption of green innovations. It concludes by demonstrating that different green innovations develop under very different conditions and processes.
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Kornelakis, Andreas, Chiara Benassi, Damian Grimshaw, and Marcela Miozzo. Robots at the Gates? Robotic Process Automation, Skills and Institutions in Knowledge-Intensive Business Services. Digital Futures at Work Research Centre, May 2022. http://dx.doi.org/10.20919/vunu3389.
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Against the backdrop of the fourth industrial revolution, this paper examines the emergence of Robotic Process Automation (RPA) as one of the new technologies that are shaping the future of work and reconfiguring sectoral business and innovation systems and models. It discusses how the institutional context can potentially mediate the digital transformation of services, how RPA affects workers’ employment and skills, and how it alters inter-organisational relationships and capabilities. Bringing together different strands of academic literature on employment studies, innovation, and technology studies, it deploys a comparative institutional perspective to explore the potential effects of RPA and illustrates their plausibility through mini case studies from knowledge-intensive business services
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Uhrig, Bettina, and Barbara Spanó. Working on impact and contributing to R&I policies – looking back and ahead. Fteval - Austrian Platform for Research and Technology Policy Evaluation, April 2022. http://dx.doi.org/10.22163/fteval.2022.557.
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This article presents impact case studies at research project and organisational levels by exploiting the Horizon Europe concept of pathways to impact and the proposed indicators. In Horizon Europe, which is the European Commission’s funding programme for research and innovation, time-sensitive Key Impact Pathways and related indicators are used as a tool for assessing the different types of impact: scientific, societal, and economic. Based on many years of experience with stakeholder engagement and impact, the authors focus on the indicators for assessing societal impact. In this way, the authors would like to contribute to the discussion on creating societal impact through research projects and institutional strategies. Leading questions are 1) Can Research & Innovation (R&I) policies be improved by using Horizon Europe Key Impact Pathways and related indicators? And 2) Can an institutional impact project and even a research project benefit from using Horizon Europe indicators and at the same time feed into R&I policies?
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Harrison, Reema, Maha Pervaz-Iqbal, Laurel Mimmo, Steve Mears, and Elizabeth Manias. Measuring clinician experience of providing care. The Sax Institute, August 2019. http://dx.doi.org/10.57022/avvb8536.
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This Evidence Check examines how clinicians’ experience of providing healthcare has been defined and measured. The review was conducted within the context of substantial change and innovation within NSW Health, focusing on the clinical and supportive care aspects of the clinician role. The research found was limited and mainly qualitative. Clinician experience was either defined inconsistently or not defined at all. However, the research did show that clinician experience was complex, involving both individual psychology and organisational outcomes. Few survey questionnaires had been developed to measure clinician experience, and those that had were either focused on the situation in a particular time and place rather than being suitable for use across a wide variety of contexts in healthcare, or focused only on a narrow aspect of clinician experience. Overall, the review shows a relatively underdeveloped area of research, in need of more focus to enable policy-makers to better understand clinician experience.
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Green, Crystal, and Lauren Ziegler. The Messy Middle. HundrED, September 2023. http://dx.doi.org/10.58261/kgic1847.
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In the last decade, HundrED has collaborated and learned from a diverse global community of innovators, educators, school leaders, and other stakeholders in over 100 countries. This paper begins to address questions from our research agenda, particularly those related to the complex process of innovation implementation at scale. We define the messy middle as the phase marked by complexity and uncertainty that occurs after an innovation has been tested and validated but before it has been institutionalised as part of standard practice in a classroom, school, or system. Following Rogers’ diffusion theory, we understand implementation asputting an innovation into use as part of multiple decision-making processes by teachers, schools, and organisations that move an innovation toward institutionalisation. We examine five diverse cases to delve into the complexities of the messy middle. These are (1) HundrED’s Tailor-Made collaboration with Helsinki EducationDivision in Finland, which introduced two wellbeing innovations from international contexts into the primary school curriculum (2) HundrED’s Tailor-Made collaboration with the Parents as Allies project in the U.S., led by the non-profit organisation Kidsburgh, that supports schools and families to co-design innovative solutions that promote family engagement (3) Teaching at the Right Level (TaRL), an approach to learning that groups students according to their learning levels rather than age or grade. We explore implementation in countries in sub-Saharan Africa (4) Geneva Global’s Speed School and Luminos Fund’s Second Chance, two accelerated learning programs, and whose implementation in Ethiopia is the focus of our case (5) Sapieduca, a classroom-level, gamified application in Brazil initially developed to increase student engagement. These cases reveal that the messy middle involves learning by doing in a sense-making process of understanding the who, why, what and how of an innovation in practice.
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Canto, Patricia, ed. Lessons to be learnt for initiatives to promote cross-border collaboration: an experience in the New Aquitaine-Euskadi-Navarre euroregion. Universidad de Deusto, 2022. http://dx.doi.org/10.18543/xjrt7954.
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The aim of this report is to identify lessons for organisations that promote cross-border cooperation initiatives for innovation and for those interested in taking part in them. The study analyses how the organisations with a medium-term track record in the New Aquitaine-Euskadi-Navarre cross-border cluster grouping behave in terms of cross-border cooperation and innovation. This analysis is based on a survey carried out among the Klusteuro organisations (network of cross-border clusters in the New Aquitaine, the Basque Country and Navarre Euroregion). The study examines the importance given by these organisations to the barriers that can inhibit or facilitate cross-border cooperation (barriers to cross-border cooperation in innovation), in order to investigate how Klusteuro contributes to overcoming them. This analysis also identifies the type of innovation usually carried out by these organisations to understand the role played by the cluster in the development of different types of innovations. Finally, a series of lessons are drawn on the value that participation of a cross-border cluster or other initiatives that promote cross-border cooperation can bring to the partners involved.
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Petrie, Christopher, Lasse Leponiemi, Saku Tuominen, and Jessica Spencer-Keyse. Schools that Learn. HundrED, September 2020. http://dx.doi.org/10.58261/pfce5725.
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The aim of this report is to examine schools that learn. By this, we mean schools and school organisations that recognise problems and unsatisfied needs and search workable solutions to them. An innovation-friendly school enables the development of these solutions and ensures their high-quality implementation. As a part of this report we interviewed 5 innovative learning organisations who have been selected to HundrED’s previous Global Collections. This indicates these organisations have been evaluated as highly impactful and scalable by HundrED’s Academy who are selected experts in education from all around the world.
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Adamowicz, Elzbieta, Balazs Borsi, Eamon Cahill, Katalin Devai, Amir Filacek, Norbert Gallagher, Julita Jablecka, Janina Jozwiak, Martin Kedro, and Krzysztof Kurzydlowski. The RECORD Manual. Benchmarking Innovative Research Organisations in European Accession Countries. Europäische Kommission, January 2004. http://dx.doi.org/10.22163/fteval.2004.199.
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Weyher, Christina, ed. Living Reviews - Innovative Resources for Scholarly Communication briding diverse spheres of disciplines and organisational structures. Vienna: self, 2012. http://dx.doi.org/10.1553/ita-pa-mn_06_2.
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Chauhan, Priyanshi, and Ria Sinha. Innovative Finance Made Simple: A Primer for Innovative Financing Instruments in India. Indian School of Development Management, December 2023. http://dx.doi.org/10.58178/2312.1030.
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