To see the other types of publications on this topic, follow the link: Organisational Innovation.
Journal articles on the topic 'Organisational Innovation'
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 50 journal articles for your research on the topic 'Organisational Innovation.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.
1
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.
Full textAbstract:
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.
2
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.
Full textAbstract:
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.
3
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.
Full textAbstract:
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.
4
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.
Full textAbstract:
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.
5
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.
Full textAbstract:
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.
6
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.
Full textAbstract:
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.
7
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.
Full textAbstract:
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.
8
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.
Full textAbstract:
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.
9
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.
Full textAbstract:
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.
10
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.
Full textAbstract:
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.
11
Paredes, Karla Marie B., Malin Olander Roese, and Ulf Johansson. "Towards retail innovation and ambidexterity: insights from a Swedish retailer." International Journal of Retail & Distribution Management 51, no. 13 (January 31, 2023): 1–15. http://dx.doi.org/10.1108/ijrdm-03-2022-0094.
Full textAbstract:
PurposeIncumbent retail organisations need to develop new capabilities to adapt with the increasingly competitive retail landscape. Despite the growing relevance of innovation in retail practice, the strategic management of innovation in retailing is still vastly under-researched. This explorative study thus aims to investigate how incumbent retail firms can organise for innovation from an organisational ambidexterity perspective.Design/methodology/approachA single-case study of an established Swedish retail firm was conducted from December 2016 to July 2018 and followed up in June 2021. The authors followed the process of implementation of organisational changes aimed to increase innovation in the company, particularly the introduction of a digital marketing initiative and a corporate innovation hub. Data collection was based on nine semi-structured interviews and participant observations and unstructured interviews from 13 meetings and workshops. An abductive approach to data analysis was followed, iteratively comparing theoretical concepts and empirical data using open, axial and selective coding to distil findings into aggregated themes.FindingsGiven the inherently limited formalisation of innovation processes in most retail organisations, structural ambidexterity appears to be necessary when the aim is radical, strategic retail innovation. Structural mechanisms are able to safeguard the space and resources to focus on long-term research and projects with higher risk and uncertainty; however, integration of innovation activities to the mainstream organisation is critical. Pursuing contextual ambidexterity, wherein instead of structural solutions, employees are empowered to divide employees' time between innovation-related and efficiency-related tasks, is more likely related to retail innovations that are incremental and operational.Originality/valueThe paper contributes to the emerging topic of strategic management of innovation in retailing, by explicating how incumbent retailers can organise for innovation depending on the type of innovation that is aimed for, using organisational ambidexterity as a novel perspective.
12
Behrend, Clara, Karina Maldonado-Mariscal, and Antonius Schröder. "Bridging Social Innovation in Education and Organisational Learning." European Public & Social Innovation Review 7, no. 1 (July 29, 2022): 17–29. http://dx.doi.org/10.31637/epsir.22-1.2.
Full textAbstract:
This article combines two research approaches so far not connected but mutually reinforcing each other: social innovation and organisational education. On the one hand, theoretical and practical development of social innovation in education is a growing research area. On the other hand, organisational education, through its outlined Research Memorandum Organizational Education, is strengthening research of organisations and learning processes, especially on learning in, by and between organisations. To unfold the potential of social innovation in education, new cooperation and governance structures are needed to integrate all the relevant stakeholders to solve educational demands and mismatches. This is a prerequisite for making the formal education system more receptive to social innovations. The organisational education approach is focusing on a yet neglected part of the social innovation process: the change of organisations by mutual learning processes within an innovation ecosystem bringing together stakeholders from education and research, economy, policy, and civil society. The article shows the connections between both approaches by drawing on examples in practice from different applied research projects.
13
TORUGSA, NUTTANEEYA (ANN), and WAYNE O’DONOHUE. "MANAGING KNOWLEDGE-RELATED BARRIERS TO TECHNOLOGICAL INNOVATION THROUGH EXPLOITATIVE AND EXPLORATIVE ORGANISATIONAL STRATEGIES." International Journal of Innovation Management 23, no. 04 (May 2019): 1950035. http://dx.doi.org/10.1142/s136391961950035x.
Full textAbstract:
This study uses data from a sample of 31,948 European innovating firms to examine the impact that knowledge-related barriers to technological innovation have on the link between the level of such innovation and firm performance, and, to investigate the role of “exploitative” and “explorative” organisational strategies in moderating such impact. Exploitative strategies are measured by the level of organisational innovations, and exploratory strategies are measured by the level of methods for fostering workplace creativity. Using moderated hierarchical regression, the results reveal a negative effect of the interaction between technological innovation and related knowledge constraints on firm performance. They also reveal that the negative interaction effect becomes positive at high levels of organisational innovations and creativity-fostering methods. The study findings thus indicate the need for managers of technologically innovative firms to implement both exploitative and explorative organisational strategies. Doing so could help minimise the negative effects of knowledge-related barriers to technological innovation, and in turn promote innovation-based competitiveness and business success.
14
McMurray, Adela, Pete O’Neill, John Buckeridge, and Julie Wolfram-Cox. "Organisational innovation." Monash Business Review 4, no. 3 (November 2008): 46–47. http://dx.doi.org/10.2104/mbr08057.
Full text
15
MACHER, JEFFREY T., and BARAK D. RICHMAN. "ORGANISATIONAL RESPONSES TO DISCONTINUOUS INNOVATION: A CASE STUDY APPROACH." International Journal of Innovation Management 08, no. 01 (March 2004): 87–114. http://dx.doi.org/10.1142/s1363919604000939.
Full textAbstract:
Research that examines entrant-incumbent dynamics often points to the organisational limitations that constrain incumbents from successfully pursuing new technologies or fending off new entrants. Some incumbents are nevertheless able to successfully implement organisational structures and develop routines that overcome these institutional constraints. We provide a case-study analysis of how three firms — Motorola, IBM and Kodak — responded to "discontinuous" innovations and the associated structural and organisational limitations that are typical to incumbent organisations. Each firm was able to capture gains from new technologies and develop profitable products in emerging markets, although their abilities to sustain these gains varied due to subsequent organisational changes. Drawing from these case studies, we synthesise how firms can institute organisational strategies to continue to capture gains from disruptive innovations. A schema suggests that particular organisational strategies are comparatively optimal for corresponding points along an innovation lifecycle.
16
HM, Manda, and Andi Zainal Abidin. "The Role of Leadership in Managing Information Technology Change and its Impact on Organisational Human Resources." Technology and Society Perspectives (TACIT) 1, no. 3 (November 1, 2023): 112–21. http://dx.doi.org/10.61100/tacit.v1i3.59.
Full textAbstract:
The development of information technology (IT) has significantly changed the way organisations operate and communicate. In the digital era, organisations that want to remain competitive and relevant must be able to manage information technology changes well. The purpose of this study is to examine the role of leadership in managing information technology change and its impact on organisational HR. This research is a literature review that utilises qualitative methods, which means that it will analyse and interpret data by utilising information and text derived from various sources. The results of the study show that the role of leadership in managing information technology change is very important in the ever-evolving digital era. Leaders must have a deep understanding of technology, formulate a digital transformation strategy, and guide the organisation through the change. The impact of effective leadership is increased productivity, innovation, and organisational competitiveness. However, technological change also impacts the organisation's people, and leaders must ensure that people have the necessary skills and knowledge, and create a culture that supports innovation and continuous learning.
17
Stephens, Alan J., and Jane M. Dwyer. "Culture Barriers to Customer Relationship Management: An Assessment of the Impact of Customers Experience in Organisations." Journal of Management World 2021, no. 4 (October 1, 2021): 214–21. http://dx.doi.org/10.53935/jomw.v2021i4.174.
Full textAbstract:
Customer Relationship Management (CRM) has become widely accepted as an important management discipline in recent years. Successful CRM performance has been linked to an organisation's ability to identify and respond to potential barriers within organisational culture. In this study, we measure the culture of organisations implementing CRM. We identified four types of culture: customer-focused behaviours, information sharing, cross-functional teams, performance-based rewards, supportive relationships, adaptive and responsive attitudes to change, and a higher degree of risk-taking and innovation. Inadequate measurement is identified as a problem associated with CRM system implementations. The impression that an organisation is a growing and dynamic system, and the perception from outsiders, especially from customers, that the organisation is high potential, will encourage customers to participate in the CRM program. Our results indicate that more than 40% of the sampled organisations lack the organisational cultural that the extant literature would indicate is conducive for achieving CRM implementation success.
18
Gulari, Melehat Nil, and Chris Fremantle. "Learning Arts Organisations: Innovation through a Poetics of Relation." Arts 10, no. 4 (December 2, 2021): 83. http://dx.doi.org/10.3390/arts10040083.
Full textAbstract:
Arts organisations have had to reimagine their ways of working, as a result of the COVID-19 pandemic. The pandemic has severely challenged the venue-based sectors and exposed the fragility of the existing business model of the ‘receiving house’. We use a specific example to address the following question: In what sense can artists lead organisational innovation, learning and change? We analyse Riffing the Archive: Building a Relation by MARIE ANTOINETTE (MA), an artist duo from Portugal, and their collaboration with the Barn, a multi-art centre in Banchory, Scotland, during the coronavirus pandemic in 2021. Édouard Glissant, a Martinique-born poet and philosopher, underpins both MA’s practice and our analysis. We draw on the key concepts of his relational philosophy, including archipelago, opacity, and disaffiliation, to clarify how MA work, what they have offered the Barn and what they can offer to other art organisations seeking innovation and organisational learning. MA’s nuanced approach, informed by Glissant, reconfigures the relationship between the artists and the art organisation and challenges existing assumptions through discontinuous and new thinking, while building a non-confrontational relationship with the Barn. It contributes to both organisational studies and arts research by highlighting the significance of MA’s approach to organisational innovation.
19
Park, Youngsoo, and Abraham Y. Nahm. "Ambidexterity: realising organisational innovation in healthcare organisations." International Journal of Business Excellence 29, no. 1 (2023): 17. http://dx.doi.org/10.1504/ijbex.2023.128258.
Full text
20
Makó, Csaba, Miklós Illéssy, Róza Számadó, and Judit Szakos. "Workplace Innovation: Concepts, Regulation and Increasing Role of Knowledge Management : Theoretical Considerations and European Experiences." Pro Publico Bono - Magyar Közigazgatás 8, no. 1 (2020): 96–123. http://dx.doi.org/10.32575/ppb.2020.1.6.
Full textAbstract:
The paper addresses the challenges of a better scientific understanding of the complexity of innovation processes. In this relation the authors are stressing the need to adopt the so-called “holistic” innovation strategy integrated into the national innovation governance system in the innovation “front-runner” countries (i.e. Sweden, Finland, Denmark, etc.). The paper has two main parts. The first part presents the theoretical and methodological foundations of the innovation approaches and examines the following issues: macro- and micro (organisational) importance of innovations, innovation challenges in the public sector, comparison of variables measuring public and private sector innovations, notion and dimension of workplace innovations, hard and soft regulations of innovation, types and fast erosion of knowledge, underlining the growing role of knowledge management. The second part of the paper examines the empirical experiences of workplace innovation in the EU-27 countries, using certain waves (2005 and 2010) of European Working Conditions Survey (EWCS) organised by the Eurofund (Dublin). Distinguishing four major types of work organisations (i.e. "discretionary learning organisation”, “lean organisation”, “Taylorean organisation” and “traditional/simple organisation”) important cross-country differences were mapped. Comparing the period before and after the “Grand” financial crisis (2008–2009) the share of “discretionary learning organisation” declined, reflecting the strengthening trend of the short-term cost efficiency seeking strategy of the European companies, while other strategies based on knowledge-efficiency seeking have been overshadowed. Finally, the authors outline the need – in both public and private sector – for a knowledge management based on the Employee Driven Innovation (EDI) scheme in order to create high performance working systems (HPWS).
21
Uran Maravić, Maja, Dejan Križaj, and Miha Lesjak. "Innovation in Slovenian tourism organisations." Tourism and hospitality management 21, no. 1 (2015): 51–62. http://dx.doi.org/10.20867/thm.21.1.4.
Full textAbstract:
The purpose – Slovenian tourism organisations must constantly focus on developing variety innovations for organisations. In this paper, we present a study conducted on innovation practices in Slovenian tourism organisations. Design/methodology – In a survey conducted on Slovenia tourism organisations, we obtained data and identified their innovation performance and the innovation climate in their area of business. There are three main hypothesis tested. Findings – The research sample of 41 organisations found that most innovation in tourism organisations came through the introduction of new services (90%), followed by innovation through new organisational methods (73%), and found a high-level climate for innovation. Worse was its assessment of research activity within organisations and cooperation with external institutions (eg. universities and research institutes) and investment in innovation activities within their research and development. Results obtained from the research showed a mean value for the innovation climate-instrument of 3.83 indicating a high innovation climate for the Slovenian tourism companies included in the sample survey. Mostly, (publicly known as) more innovative active organisations responded to our survey. From such results, we find that tourism organisations included in the survey are aware of the importance of innovation, teaching organisations to communicate well and network with other organisations, are adaptable to change and engaged with their own ideas in support of the organisation's management. Originality of the research – The contribution of the research is that it has applied the generic instrument for measuring innovation climate on tourism and the first time climate is measured in Slovenia.
22
ELSETOUHI, AHMED, IBRAHIM ELBELTAGI, and MOHAMED YACINE HADDOUD. "INTELLECTUAL CAPITAL AND INNOVATIONS: IS ORGANISATIONAL CAPITAL A MISSING LINK IN THE SERVICE SECTOR?" International Journal of Innovation Management 19, no. 02 (April 2015): 1550020. http://dx.doi.org/10.1142/s1363919615500206.
Full textAbstract:
This paper analyses the direct and indirect effects of social capital (SC), human capital (HC) and customer capital (CC) on the different types of innovations via organisational capital (OC) in the service sector. The study gathered data from 198 managers in the Egyptian banks (54% response rate). The research findings indicate that product, process and organisational innovations are positively associated with OC, SC and HC have direct and indirect positive effects on both product and organisational innovation via OC. It seems that SC and HC do not have a direct influence on process innovation because OC fully mediates the relationship between SC, HC and process innovation. This study explored the direct and indirect positive effects of CC on three types of innovation through OC. Additionally, all organisational, process and product innovations are found to be inter-correlated. The most significant influence of intellectual capital (IC) is on product innovation, followed by organisational innovation, whereas the least significant influence is on process innovation.
23
Ehlen, Corry, Marcel van der Klink, Uta Roentgen, Emile Curfs, and Henny Boshuizen. "Knowledge productivity for sustainable innovation: social capital as HRD target." European Journal of Training and Development 38, no. 1/2 (December 20, 2013): 54–74. http://dx.doi.org/10.1108/ejtd-10-2013-0119.
Full textAbstract:
Purpose – The purpose of this paper is to test the feasibility of a conceptual model on relations between organisational innovation, knowledge productivity and social capital. It explores processes of knowledge productivity for sustainable innovation and associated HRD implications in knowledge intensive organisations, taking the perspective that social capital is a key influencing condition. Design/methodology/approach – This qualitative case-study concerned a large-scale innovation project between knowledge-intensive organisations. Semi-structured interviews were conducted with 20 participants from six innovation groups as well as with the project management. Findings – Findings showed that four dimensions of social capital influence knowledge productivity, each requiring a minimum quality to create a rich innovation environment for sustainable results. The relational and cognitive dimensions seem most important, while the action dimension makes them productive. Knowledge productivity appears twofold, i.e. organisational innovation, and professional ability for future innovation. Found are 18 new indicators. Research limitations/implications – Only one large-scale inter-organisational case was conducted. Practical implications – It is suggested that project management, group leaders and HRD officers target social capital as condition for knowledge productivity that should be stimulated, not just by planned interventions, but by “being” there as supporter, coach and mediator. Originality/value – The article contributes to our knowledge about innovations in knowledge-rich organisations, broadens the concept of knowledge productivity, and provides a new framework of social capital as intervention model for HRD. In addition, not often dealt with in literature, the dynamic of innovation is shown.
24
Banerjee, Sayan, and Dinesh Srivastava. "Innovation, Organisational Structure, and Culture." International Journal of Civic Engagement and Social Change 4, no. 1 (January 2017): 1–22. http://dx.doi.org/10.4018/ijcesc.2017010101.
Full textAbstract:
Organizations are fundamentally different from the hierarchical, bureaucratic structures that underlie more traditional organizational theory and research. The paper deals with the fact that culture is omnipotent in shaping the structure of the organisation and structure along with culture is intricately related with the way innovation is managed or implemented in any organisation. This paper is basically a extensive review of papers relating to organisational structure, culture and innovation right from the aspect of how culture shapes structure to how innovation is linked and shaped by both organisational structure and culture. Models by different researchers depicting the relationship between the various aspects of structure culture and innovation are discussed for better understanding.
25
Katou, Anastasia. "Innovation and Human Resource Management: the Greek Experience." Organizacija 41, no. 3 (May 1, 2008): 81–90. http://dx.doi.org/10.2478/v10051-008-0009-3.
Full textAbstract:
Innovation and Human Resource Management: the Greek ExperienceThe purpose of this paper is to investigate the pathways leading from innovation to organisational performance by using structural equation modelling. Specifically, we used this analytical tool to test a research framework that is constituted by a set of causal relationships between organisational contingencies, innovation, HRM policies (resourcing, training, rewards, relations), HRM outcomes (skills, attitudes, behaviour), and organisational performance. Employing data from organisations operating in the Greek manufacturing sector, results indicate that the impact of innovation on organisational performance is positive and mediated through HRM policies and HRM outcomes, and moderated by organisational context (management style, organisational culture).
26
Binti Mustapha, Nur Diyana, and Shahri Bin Abu Seman. "Knowledge Creation as Influence the Achievement of Organisational Social Innovation." European Public & Social Innovation Review 8, no. 2 (December 30, 2023): 54–64. http://dx.doi.org/10.31637/epsir.23-2.5.
Full textAbstract:
This research investigates the effects of knowledge creation on organisational social innovation in R&D organisations. Organisational social innovation deviated from the concept by presenting a new paradigm in business, the potential for innovation of which was viewed as knowledge creation as a factor to solve business economic problems and unfulfilled demands in society. In the post-industrial era, managing intellectual assets has become a crucial component of organisational effectiveness. Organisations require knowledge creation that will enable them to respond quickly to changes, fulfil the demand for constantly changing business knowledge, and improve their ability for long-term organisational innovation. As a result, this research investigates the impact of knowledge creation on the achievement of organisational social innovation. However, there is a lack of interest of previous researcher in this area. In this paper, a partial least squares structural equation model (PLS-SEM) was used, and a survey questionnaire was chosen to collect data for this descriptive study. This finding includes 171 Malaysian R&D organisations. This study showed a substantial relationship between knowledge creation and organisational social innovation. The findings of this study extended and improved knowledge-based view (KBV), emphasising the need of understanding a firm's competitive advantage in terms of knowledge creation on achievement of organisational social innovation. However, this study has some limitations, especially in terms of breadth and sample size. Furthermore, the application of current criteria may limit the examination of additional determinants.
27
Edgeman, Rick, and Kunal Yogen Sevak. "The Circle Game: Poetry and Sustainable Enterprises." International Journal of Innovation and Economic Development 6, no. 6 (2021): 30–45. http://dx.doi.org/10.18775/ijied.1849-7551-7020.2015.66.2003.
Full textAbstract:
Organisational progress toward sustainable social and natural environments is essential. So too, is financial performance sufficient to support organisational investment in sustainability. Perspectives as to what organisational sustainability is, how it is pursued, and its preferred fruits have evolved in recent years to incorporate both inclusion and circularity. Regardless of the prevalent organisational perspective, the organisation will need to formulate and execute a triple top-line strategy to deliver triple bottom line performance and impacts. Interpretation of inclusion depends on whether organisational focus is internal, or is riveted on people, communities, or societies the organisation serves or hopes to impact. Herein inclusion is principally outward-looking, and hence primarily addresses marginalised individuals or groups, including individuals at the base of the pyramid. Organisations aiming to ‘do well, by doing good’ are called for-benefit organisations and are central to this effort and, often, are inclusive businesses. More than ‘doing good’, such organisations may aid disadvantaged or marginalised individuals or groups through beneficial cultural innovation and transformation. Companion to inclusivity is circularity, where businesses focus on resource recovery and redeployment. New business models aiming to direct organisations toward sustainable excellence, will incorporate inclusivity and circularity.
28
de Jager, Bertus, Chris Minnie, Johan de Jager, Marita Welgemoed, John Bessant, and Dave Francis. "Enabling continuous improvement: a case study of implementation." Journal of Manufacturing Technology Management 15, no. 4 (June 1, 2004): 315–24. http://dx.doi.org/10.1108/17410380410535017.
Full textAbstract:
Widespread recognition of the strategic imperative posed by a turbulent external environment has brought into focus a key challenge for firms – that of increasing involvement in innovation by the staff in the organisation. Much research has suggested that organisations that mobilise a large proportion of their staff to participate in innovation can make significant gains. Achieving this depends on a systematic process of organisational development in which the facilitative patterns of behavioural routines are extended and reinforced, so that they become a major culture change. This paper reports on progress with this organisational development methodology using a detailed case study of its use within a major mining company in South Africa. It makes use of a reference model framework to help structure and direct the change process towards enabling higher involvement in innovation. In particular it explores practical issues involved in moving a large organisation along a path of high involvement innovation.
29
DOOLEY, LAWRENCE, KATHRYN CORMICAN, SIOBHAN WREATH, and DAVID O'SULLIVAN. "SUPPORTING SYSTEMS INNOVATION." International Journal of Innovation Management 04, no. 03 (September 2000): 277–97. http://dx.doi.org/10.1142/s1363919600000172.
Full textAbstract:
Many researchers and practitioners contend that organisations should respond to changing market need and create competitive advantage through innovation and creativity. Each year, organisations expend significant resources developing new products and processes and yet research shows that more than half of these initiatives fail. Successful organisations are not innovative by accident; they deliberately manage their innovation process. In order to effectively manage the innovation process, organisations must utilise proven approaches to "lever" innovation within the organisation. This paper proposes an approach to managing systems innovation that centres on the process of organisational innovation and good management practice. This approach aims to provide a more integrated approach to systems innovation that will make it more systemic and improve its likelihood of success. This paper's main objective is to present a Systems Innovation Self-Assessment (SISA) tool. This tool is derived from the Systems Innovation Management approach, together with the findings of a series of case studies undertaken of the Irish manufacturing industry. This tool allows organisations to assess their progress towards developing an environment supportive of systems innovation. A number of observations obtained from these case studies are also presented.
30
HECKER, ACHIM, and ALOIS GANTER. "ORGANISATIONAL AND TECHNOLOGICAL INNOVATION AND THE MODERATING EFFECT OF OPEN INNOVATION STRATEGIES." International Journal of Innovation Management 20, no. 02 (February 2016): 1650019. http://dx.doi.org/10.1142/s1363919616500195.
Full textAbstract:
This paper distinguishes three types of organisational innovation — those in a firm’s knowledge management, workplace, and external relations — and studies their impact on firms’ technological innovation performance. Special attention is paid to the openness and external orientation of a firm’s R&D activities as factor moderating the relationship between organisational and technological innovation. Drawing on the fourth wave of the German part of the Community Innovation Survey (CIS IV), this study shows that organisational innovation acts as an important facilitator of new process (but not product) development. Organisational innovations furthermore prove to be complements (but in some cases also substitutes) to external knowledge sourcing and open innovation strategies.
31
Agarwal, Renu, and Willem Selen. "Multi‐dimensional nature of service innovation." International Journal of Operations & Production Management 31, no. 11 (October 18, 2011): 1164–92. http://dx.doi.org/10.1108/01443571111178484.
Full textAbstract:
PurposeInnovation in services is thought to be multi‐dimensional in nature, and in this context the purpose of this paper is to present and operationalise the concept of “elevated service offerings” (ESO) in collaborating service organisations. ESO stands for new or enhanced service offerings which can only be eventuated as a result of partnering, and which could not be delivered on individual organisational merit. ESO helps us expand our understanding of service innovation to include a service network or service system's dimension.Design/methodology/approachA structural equation model is specified and estimated based on constructs and relationships grounded in the literature, as well as self‐developed constructs, using empirical data from 449 respondents in an Australian telecommunications service provider (SP) and its partnering organisations.FindingsResults show that ESO is a multi‐dimensional construct which was operationalised and validated through an extensive literature review, exploratory factor analysis, confirmatory factor analysis, and structural equation modelling using a holdout sample.Research limitations/implicationsQualitative and empirical data analysis was undertaken with data collected from a single large telecommunications SP organisation, and its partnering organisations. Future research may seek to collect data from the entire telecommunications industry sector and their partnering organisations, across other service sectors, or even any other organisation where collaboration is pivotal to their success.Practical implicationsService organisations today need to understand that innovation in services is not just about process or product innovation, or even performance and productivity improvements, but in fact includes organisational forms of innovation. Indeed, the interactions and complementarities between the three different aspects of ESO – strategic, productivity, and performance – highlight the increasing complex and multi‐dimensional character of innovation and the ongoing iterative process.Originality/valueThis research provides empirical evidence for the existence of a multi‐dimensional innovation in services construct – known as elevated service offerings in a collaborative service network, along with an adapted definition of service and a service innovation model.
32
Healy, Margaret, Peter Cleary, and Eimear Walsh. "Innovativeness and accounting practices: an empirical investigation." Qualitative Research in Accounting & Management 15, no. 2 (June 18, 2018): 231–50. http://dx.doi.org/10.1108/qram-06-2017-0047.
Full textAbstract:
Purpose Innovation, the outcome of innovativeness, is a collaborative activity, requiring an integrated approach to the development and management of organisational capabilities (Tushman and Nadler, 1986), and therefore inextricably implicated in the accounting practices of organisations. Extant research however is not conclusive as to the influence of accounting practices on organisational innovativeness with some considering them enabling while others view them as restricting. This study aims to investigate the process of innovation as suggestive of a greater understanding of innovativeness as a dynamic organisational capability and therefore requiring greater consideration of the enabling conditions underpinning this. Design/methodology/approach Using a case study approach, and from the perspectives of three separate functionally specific organisational actors, this paper investigates the role of accounting practices in managing innovativeness within one high-technology organisation. Structuration theory is used as a lens through which the data collected are analysed. Findings Creative tensions (Simons, 2000) at the operational level between innovativeness and performance measurement are managed through the development of creative boundaries (“guide rails”), within which innovative solutions must be developed. Practical implications The findings support the assertion that the use of performance metrics (i.e. accounting practices) can support organisational innovativeness thereby potentially contributing to enhanced organisational performance. Originality/value Accounting metrics are simultaneously enabling and constraining, whereby the tension created from this dual functionality generates ways of empowering organisational capabilities for innovativeness throughout the organisation.
33
DOOLEY, LAWRENCE, and DAVID O'SULLIVAN. "MANAGING WITHIN DISTRIBUTED INNOVATION NETWORKS." International Journal of Innovation Management 11, no. 03 (September 2007): 397–416. http://dx.doi.org/10.1142/s1363919607001801.
Full textAbstract:
Business competitiveness and sustainability depends on the effective management of innovation. To be effective, innovation needs to take place within every area of an organisation and by association within organisational networks that include key suppliers, customers and other strategic partners. Distributed innovation management is the process of managing innovation both within and across networks of organisations that have come together to co-design, co-produce and co-service the needs of customers. As innovation collaboration spreads outside the reporting structures of any one organisation, its management faces new challenges that must be addressed if collaboration is to be successful. This paper presents a discussion on the relational capabilities that need to be nurtured if distributed innovation management is to occur. It introduces an integrated framework and tools to support innovation from the individual employees to the distributed network level. Finally, it presents a case study of distributed innovation between a consortium of six organisations within the biotechnology area.
34
Piteira, Margarida C., and Jorge F. S. Gomes. "Organisational Narratives of Applied Knowledge in Technology-Based Organisations." International Journal of Knowledge-Based Organizations 7, no. 1 (January 2017): 19–31. http://dx.doi.org/10.4018/ijkbo.2017010102.
Full textAbstract:
This paper presents the conclusions of four case studies in technology-based (TB) organisations. These companies have a strong international presence and also represent success-stories of Portuguese innovation, covering the 1980s through to the 2000s. Using a qualitative approach, the authors pinpoint the critical success factors that made these companies a reference in terms of innovation. These cases were chosen as they all recount the successful application of sustainable innovation in social processes to organisations. The research question was: What are the key factors that drive innovation processes in successful Portuguese technology-based organisations? Results show that the lessons learned from narratives of innovation play an instrumental role in the comprehension of social interaction complexities. Furthermore, the study identifies several management practices that highlight the significance of the players involved in innovation. The findings show that a passion for knowledge and its productive applications are key differentiating factors.
35
VISSCHER, KLAASJAN, and PETRA C. DE WEERD-NEDERHOF. "RISE AND FALL OF AN INNOVATIVE ORGANISATION: THE INNOVATION JOURNEY OF ERICSSON ENSCHEDE." International Journal of Innovation Management 10, no. 03 (September 2006): 217–35. http://dx.doi.org/10.1142/s136391960600148x.
Full textAbstract:
This paper presents a case history of an Ericsson design centre in the Netherlands, from its founding in 1990 till its dramatic end in 2003. The paper describes the development of the organisation over the years — its origins, the abundant growth, the many organisational and technological metamorphoses it underwent and the eventual downfall. The purpose of this paper is to search for patterns in the dynamics of internationally operating R&D organisations and to clarify the peculiarities in the innovation journey of this Ericsson design centre. In particular, we focus on the actions of local R&D managers, the design of organisational forms, the relation between technology and organisation, and the relation between local design centres and their headquarters.
36
Vnoučková, Lucie, and Hana Urbancová. "Setting Organisational Culture to Develop Potential and Innovativeness." Quality Innovation Prosperity 24, no. 1 (April 1, 2020): 54. http://dx.doi.org/10.12776/qip.v24i1.1346.
Full textAbstract:
<p><strong>Purpose:</strong> The article aims to identify approaches influencing impact of organisational culture on development of innovation potential in organisations.</p><p><strong>Methodology/Approach:</strong> The data were obtained by questionnaire survey in organisations operating in the Czech Republic (n = 207) that represented all sectors of Czech economy.</p><p><strong>Findings:</strong> In today’s highly competitive environment, organisations need to focus on setting an organisational culture that will support the development of all employees’ knowledge and potential. The results have shown that the surveyed organisations are characterised by two basic approaches to setting the organisational culture for creating innovations: either an emphasis on relationships and collaboration or an emphasis on productivity.</p><p><strong>Research Limitation/implication:</strong> The limit of the article may be seen in a relatively small sample of respondents; however, with respect to the stratified sampling the sample is representative.</p><strong>Originality/Value of paper:</strong> The contribution of this paper lies in the identification and evaluation of approaches to support innovation potential based on type of organisational culture. The practical contribution lies in identification of approaches used to set efficient organisational culture and in presenting concrete results from real organisations that redesigned their culture and identified efficient variables for its design and implementation. The results are important for development of efficient approaches to organisational culture.
37
Gia Hoang, Thinh, Cuong Van Hoang, Nam Hai Vu, Giang Tinh Ngo Nguyen, and Thanh Thi Huong Nguyen. "How can scientists and engineers contribute to organisational sustainability reform?" Social Responsibility Journal 16, no. 6 (January 10, 2020): 827–41. http://dx.doi.org/10.1108/srj-10-2019-0360.
Full textAbstract:
Purpose This paper aims to explore how research and development (R&D) scientists and engineers can contribute to sustainability initiatives in their organisations. Design/methodology/approach This paper uses a critical case study methodology, focussed on a large Vietnamese company in which business leaders sought to engage R&D scientists and engineers in sustainability initiatives focussed on eco-innovation and eco-efficiency. Bourdieu’s theoretical lens of habitus, capitals and field facilitates a relational analysis of the findings. Findings While R&D scientists and engineers adapted well to early changes aligned with eco-innovation, they struggled to engage with sustainability initiatives in the case firm. This study explains adaptions and constraints as scientists and engineers’ professional habitus and capitals, and their broader organisational field. Practical implications This paper provides insight into how organisations might integrate professional acculturation and appropriate facilitators to promote the additional contribution of scientists and engineers to sustainability initiatives in the context of an organisation. Social implications Although eco-innovation and eco-efficiency are only potential dimensions of comprehensive organisational sustainability reform, this research provides insight into how engaging scientists and engineers with a broader social sustainability agenda might be advanced. Originality/value The study addresses calls for empirical insights into ways that scientists and engineers can commit to organisational sustainability practices based on the configurations of habitus, capital and organisational field.
38
BRION, SÉBASTIEN, CAROLINE MOTHE, and MARÉVA SABATIER. "THE IMPACT OF ORGANISATIONAL CONTEXT AND COMPETENCES ON INNOVATION AMBIDEXTERITY." International Journal of Innovation Management 14, no. 02 (April 2010): 151–78. http://dx.doi.org/10.1142/s1363919610002593.
Full textAbstract:
Research into organisation theory contains abundant evidence of the positive effects of ambidexterity on a firm's performance, and of the influence of organisational context on ambidexterity. The present research tests whether organisational context affects innovation ambidexterity. Our results, based on a dataset of 108 large innovative firms, show that firms combining exploration innovation and exploitation innovation should adopt long-term practices that favour risk-taking and creativity, and thereby build an organisational context suited to innovation ambidexterity. Competences were found to have a strong moderating effect. These results have important managerial and theoretical implications. In the case of innovation, firms that simultaneously pursue exploitation and exploration activities should carefully consider how they combine competences and organisational context.
39
Chochlovas, Tadas, and Edmundas Jasinskas. "Factors Determining the Success of Crisis-Driven Innovation Implementation." Laisvalaikio tyrimai 2, no. 22 (December 22, 2023): 1–8. http://dx.doi.org/10.33607/elt.v2i22.1438.
Full textAbstract:
During the Covid-19 pandemic, the simplest economic, economic and social activities were restricted in many countries. The introduction of pandemic restrictions particularly affected sports organisations: it was forbidden to provide sports services, organise mass sports events, and restrictions were applied on group training and any social gatherings. Various organisational, technological, marketing, communication, public relations and other innovations allowed sports organisations to discover new operational opportunities, generate cash flows, and maintain the continuity of sports organisations’ activities in crisis conditions. The success of innovation is determined by certain factors, named as innovation implementation planning, strategic leadership, etc. Therefore, it is relevant to study what factors determine the success of a sports organisation implementing crisis innovations. The purpose of the study is to determine the factors determining the success of the implementation of crisis-driven innovations in sports organisations. Work tasks: To examine the theoretical aspects of implementing crisis-driven innovations in sports organisations; 2. To determine what crisis-driven innovations are implemented in the studied sports organisations; 3. To determine what factors led to the success of the implementation of crisis-driven innovations in the studied sports organisations. Research methods: analysis of scientific literature; structured interview; content analysis. Main results. The research results show that during the pandemic, the studied basketball clubs implemented the following crisis-driven innovations: 1. Necessary innovations according to legislation (disinfection innovations, separation of zones, temperature measurement technologies); 2. Marketing innovations (advertising innovations, innovations in the development of social network marketing, e-commerce, including the sale of licensed products); 3. Innovations in remote communication with fans (innovation of match previews on online platforms, "cardboard image" innovation, development of social networks, fans inclusion in the commercialisation of social media, creation of a virtual community of fans, e-sports); 4. Innovations to support the internal work of the club (remote communication within the club using Teams software, online training of basketball players). The most successful crisis-driven innovations were communication within the club and in the office through Teams; content marketing in social networks and its commercialisation, as well as solutions for selling advertising content during pandemics. Conclusion of the work: The success of the implementation of crisis-driven innovations of the basketball clubs studied during the pandemic was determined by the entrepreneurial spirit of the organisation, know-how in the field of innovation, strategic and tactical, quick planning, effective teamwork and having specialists in the organisation, managerial and innovative competence of managers, charismatic and innovative leadership, work with personnel (strengthening microclimate, encouraging the cooperation, psychological support for employees, motivation, openness in communication with employees), sufficient financial and human resources. Keywords: crisis innovation; implementation of innovations; success factors.
40
Granig, Peter, and Kathrin Hilgarter. "Management Perception of Digital Innovation: How Innovation Managers Perceive Digital Innovation in their Organisational Setting in Austria." Journal of Innovation Management 10, no. 3 (December 29, 2022): 75–90. http://dx.doi.org/10.24840/2183-0606_010.003_0004.
Full textAbstract:
The rapid advancement of digital technologies has fundamentally shaped business in all sectors. Therefore, organisations must find strategies for responding to this advancement through digital innovation. In this context, the perspective of innovation managers and their perception of digital innovations in practise are underrepresented in previous research. Therefore, using semi-structured interviews, this study examines the perceptions of 13 innovation managers towards digital innovation and organisational factors in Austria. Results showed that digital innovation is perceived positively and has the potential to solve current societal, economic and environmental challenges. However, a proactive strategy is required for organisations. Finally, in terms of conductive factors, agility, mindset adjustment, innovation culture, open innovation approach and ecosystem usage appear to be important in practise in Austria. This suggests that managers who are aware of the impact of digital innovation and consider conductive factors in their leading strategy may be successful in handling digital innovation.
41
Chidziwa, Tichaona, Liberty Chidziwa, and Vuyani Langa. "MOVING FROM BUREAUCRACY TO ADHOCRACY: AN INNOVATIVE APPROACH TOWARDS TORWARDS AN IMPROVED OPERATIONS STRATEGY." EPH-International Journal of Business & Management Science 9, no. 3 (September 1, 2023): 17–22. http://dx.doi.org/10.53555/eijbms.v9i3.149.
Full textAbstract:
This review paper seeks to analyse and elucidate on the depth and extent of public sector managers’ involvement in creating, inculcating and sustaining an innovative culture in their public spheres thus shifting from bureaucracy and adopting an adhocratic organisational culture. This process involved a systematic review, synthesis and analysis of several articles, journals and books as a n exhaustive review of literature. A selection of articles and journals articulating the concepts of bureaucracy, adhocracy and public sector innovation were analysed. This analysis revealed that there is a paradigm shift in the organisational culture, design and strategy of some public sector organisations and institutions as they seemingly incorporate bureaucracy, adhocracy and innovation as an endeavour to adapt to the dynamic nature of the public service and as a mechanism to enhance organisational functionality and capability of the state to deliver services. This paper further establishes a glaring and inherent relationship between adhocracy culture and strategy implementation as outlined and described in Quin’s theory of Competing Values Framework (CVF) supported by McKinsey 7S Framework. This paper analyses the current highly bureaucratised public sector can implement and infuse in their organisational structure, operations and culture adhocracies towards the realisation of the public sector innovation concept. The analysed articles are relevant and befitting to the topic as they link bureaucracy and adhocracy and how a possible shift can bring about an innovative and creative public service. A qualitative research approach was used where existing literature collected as research empiricism and the empirical findings of the articles were documented. This review paper is novel because it seeks to contribute to the current debate in the literature of public sector innovation through the use adhocracy and bureaucracy. This paper concludes that there is a symbiotic relationship between adhocracy, strategy implementation and innovation It recommends that the leadership and management of public sector organisations should work towards a structure of establishing a structure that accommodates adhocracy within their organisation as a recipe for effective strategy implementation and innovation. Both operational and strategic levels of leadership and management should be structured such an adhocratic culture within the organisation prevails in order to drive innovation through a paradigm shift from a bureaucratic approach to an innovative culture through adhocracy. Implications of this paper include a revision of the Department of Public Service Administration’s Operations Management Framework operations strategy to entail adhocracy as a central tenet in formulating the Service Delivery Model, Service Delivery Improvement Plan and Organisational structure design. This paper further recommends a similar survey to be undertaken in individual government departments and further pursuit of adhocracy culture in other semi government organisations to test appositeness.
42
Migdadi, Mahmoud M., Mohammed K. Abu Zaid, Mohammed Yousif, Ra’d Almestarihi, and Khalil Al-Hyari. "An Empirical Examination of Knowledge Management Processes and Market Orientation, Innovation Capability, and Organisational Performance: Insights from Jordan." Journal of Information & Knowledge Management 16, no. 01 (March 2017): 1750002. http://dx.doi.org/10.1142/s0219649217500022.
Full textAbstract:
There are many studies discussing how knowledge management and market orientation (MO) are positively related to innovation, but an examination of the impact of the knowledge management processes (KMP) — as we conceptualize the four in this study — and MO on the innovation capability of organisations which in turn impact organisational performance has never been done. Hence, this study formulates a comprehensive conceptual framework which encompasses KMP (knowledge creation, intra-organisational knowledge sharing and application, external knowledge acquisition, and knowledge storage and documentation), MO (customer orientation, competitor orientation and inter-functional coordination), innovation capability (product, process, marketing and organisational innovation), and organisational performance (product quality, operational performance and financial performance). Then empirically test the relationships among the study models with the focus on the mediating role of innovation capability. The design of the study is based on a survey of 210 Jordanian manufacturing and service organisations. The sample of this study encompasses the mid-level managers of the organisations. About 440 self-administered questionnaires were distributed among the respondents. Confirmatory factor analysis is undertaken to assess statistically the validity of the study measures. Then the structural equation modelling (SEM) path analysis is used to assess the structural relationship of KMP, MO with innovation capability, and organisational performance. The results of the study reveal that engagement in KMP and MO can lead to better innovation capability in the organisations which in turn can lead to better organisational performance. The results we observe concerning this sample of companies may not be applicable to a greater population of companies from other countries with a different technological base or to specific subsectors of the manufacturing industry (e.g. the food industry). Moreover, the study represents only snapshots since it utilized self-administered questionnaires which also have no qualitative data. For the practicing managers intending to increase the rate of innovation in their firms, this means that KMP and MO are important activities to master. Additionally, managers should put additional emphasis on innovation as it is an important element for achieving improved overall firm’s performance and sustainable competitive power.
43
Jiménez-Jiménez, Daniel, Micaela Martínez-Costa, and Lorena Para-Gonzalez. "Implications of TQM in firm’s innovation capability." International Journal of Quality & Reliability Management 37, no. 2 (October 17, 2019): 279–304. http://dx.doi.org/10.1108/ijqrm-09-2018-0233.
Full textAbstract:
Purpose Over the last few decades, some researchers have analysed the role of total quality management (TQM) as a precursor of innovation. However, the relationship between TQM and organisational innovation remains unclear and contradictory. The purpose of this paper is to provide a framework intended to clarify the complex effect that the implementation of a TQM system has on organisational innovation, where market orientation (MO) and knowledge management (KM) play a mediator role. Design/methodology/approach Data in this study come from a survey of 706 Spanish CEOs. The results were analysed employing structural equation modelling to determine how TQM, MO and KM influence innovation. Findings The results of the empirical study show that there is a curvilinear effect between TQM and organisational innovation. Both MO and KM perspectives play a mediator role between TQM and innovation. Practical implications Managers should be aware that management based on TQM help organisations not only to get higher quality but also to be market oriented and better manage their knowledge; what will help them to develop innovations. Originality/value This research sheds light on the question of the relationship between TQM and organisational innovation that has received mixed conclusions in the literature. There is evidence in this research that the relationship between TQM and innovation responds to a curvilinear relationship, where high levels of TQM favour a more than proportionate effect on the development of innovation. It also clarifies the mechanisms by which this effect is produced, with MO and KM as mediator variables.
44
Ndubisi, Nelson Oly, Celine Marie Capel, and Gibson C. Ndubisi. "Innovation strategy and performance of international technology services ventures." Journal of Service Management 26, no. 4 (August 17, 2015): 548–64. http://dx.doi.org/10.1108/josm-04-2015-0118.
Full textAbstract:
Purpose – The purpose of this paper is to investigate the moderating role of structural autonomy in the relationship between innovation strategy and performance of international technology services ventures (ITVs). Design/methodology/approach – Data were collected from 200 ITVs serving markets outside their country of origin. Instrumentation followed standard procedure by adapting validated and parsimonious items from existing literature. Factor and hierarchical multiple regression analyses were applied to examine the hypothesised relationships. Findings – The results indicate a significant relationship between innovation strategy (namely service products innovation, process innovation and administrative innovation) and performance of ITVs. Structural autonomy moderates the relationship between process innovation, administrative innovation and performance. There is no moderating effect of autonomy in the association of service products innovation and performance. Research limitations/implications – The study corroborates the argument that service firms have more to gain by granting autonomy. In the context of ITVs, such gains are directly linked to performance through enhanced innovation in service products, processes and administration. It adds to the growing suggestions and rebuttals in the literature of a trade-off between innovation and communication; and between exploration of new knowledge and exploitation of existing knowledge in organisations when there is autonomy. Practical implications – Management can increase innovation and performance by granting greater autonomy to employees. Managers who are concerned that autonomy’s capacity to increase innovation capability may come at the expense of intra-organisational communication can be assured that intra-organisation communications can exist in the face of autonomy, and there is no real trade-off after all. Similarly, there is no basis for any concern for potential trade-off between exploration of new knowledge and exploitation of existing knowledge in organisations. Originality/value – Research suggests that autonomy of subsidiaries, units, groups or individuals encourages innovation, and that innovation strategy can enhance organisational performance. However, there is a counter-argument that same autonomy potentially hinders exploitation and performance of innovations. The study sheds more light on these anecdotal views based on data from ITVs.
45
Hang Do, Thuy, Tim Mazzarol, Thierry Volery, and Sophie Reboud. "Predicting anticipated rent from innovation commercialisation in SMEs." European Journal of Innovation Management 17, no. 2 (May 6, 2014): 183–208. http://dx.doi.org/10.1108/ejim-12-2012-0113.
Full textAbstract:
Purpose – The purpose of this paper is to examine the relationship between the expectations that small business entrepreneurs hold in relation to the future returns from the commercialisation of innovations, and key organisational elements including inputs, knowledge, culture, strategy, portfolio, project management and commercialisation. More specifically, this research aims to deepen the knowledge of how small- and medium-sized enterprises (SMEs) manage their innovation and identify critical factors determining the potential innovation outcomes. Design/methodology/approach – This study draws on a large sample of innovative SMEs from multiple Organisation for Economic Co-Operation and Development countries. Data were collected using a questionnaire administered face-to-face with owners-managers or executives of SMEs who made critical decisions for the innovation management of the firm. First, a factor analysis is conducted to identify the most appropriate measures for each variable. Second, the authors test for multicollinearity among independent variables. The final step integrates results from the general linear model analysis that measures the relationship between organisational factors and the anticipated returns. Findings – Findings suggest that positive expectations over future investment in innovation – as measured by the anticipated rent – are influenced by organisational factors, including innovation strategy, portfolio management, project management, and organisational culture and commercialisation process. Conversely, the resource endowment is not perceived as a barrier to innovation and to the development of a competitive advantage. In addition, industrial knowledge management has an indirect effect on the anticipated returns. Originality/value – Despite extensive research in innovation management, the role of organisational factors on anticipated returns in SMEs has not been investigated to date. The study provides researchers with new insights into the resource-based view and the theory of entrepreneurial rent from the perspective of innovation management. The findings offer guidance to managers as to potential success factors in enhancing the rent, but also reflect entrepreneurial optimism in the management of innovation.
46
Fanousse, Rola Imad, Dilupa Nakandala, and Yi-Chen Lan. "Reducing uncertainties in innovation projects through intra-organisational collaboration: a systematic literature review." International Journal of Managing Projects in Business 14, no. 6 (April 30, 2021): 1335–58. http://dx.doi.org/10.1108/ijmpb-11-2020-0347.
Full textAbstract:
PurposeThis article provides the first systematic review of literature on effective organisational practices for reducing innovation project uncertainties to promote project performance. Innovation is the lifeblood of organisations, while simultaneously being one of the most challenging processes to manage. This systematic review seeks to examine best practice for reducing uncertainties and thus mitigate the high failure rates in innovation projects.Design/methodology/approachThis paper provides a systematic review of the literature on innovation project management and encourages an understanding of how intra-organisational collaboration reduces uncertainty and thus increases project performance.FindingsBased on an analysis of the systematic literature review findings, the impact of intra-organisational collaboration in reducing uncertainties in innovation projects is uncovered. Three types of project uncertainties were found to be dominant in the context of innovation project management: task, technological and market uncertainties. Five dimensions of intra-organisational collaboration are also identified, namely collaborative relationship, collaborative leadership, communicating and sharing information, trust formation and joint decision-making.Originality/valueThe authors situate five intra-organisational collaboration dimensions as key mechanisms that yield organisational learning as an outcome. On the other hand, they also uncovered that organisational learning is a key enabler in the relationship between intra-organisational collaboration and task, market and technological uncertainties reduction. Therefore, intra-organisational collaboration is identified as a critical practice in enhancing the performance of innovation projects. The study proposes a multi-dimensional conceptual model, providing a mechanism for furthering a research agenda for improving the performance of innovation projects.
47
Khan, Waris Ali, Syed Azizi Wafa, Ramraini Ali Hassan, and Umair Kashif. "The Mediating Effect of Innovation on the Relationship Between Organizational Culture and Performance of Large Manufacturing Firms in Pakistan." Malaysian Journal of Business and Economics (MJBE) 6, no. 2 (March 25, 2020): 229. http://dx.doi.org/10.51200/mjbe.v0i0.2213.
Full textAbstract:
The purpose of this paper is to examine the mediating role of innovation on the relationship between organisational culture and performance of large manufacturing firms in Pakistan. Data for the study was collected through a survey from 320 large manufacturing firms operating in Pakistan and responses were analyzed to assess the relationships between organisational culture, innovation, and firm performance. The results indicate that organisational culture is positively related to firm performance, and its positive relationship is mediated by innovation. These findings provide useful insights for organizations, particularly in the manufacturing industry, seeking to be competitive and responsive to environmental changes by successfully introducing innovations. Conclusions emphasize that mechanisms to encourage and foster an innovative culture in the organization are likely to facilitate the introduction, adoption, and diffusion of innovations which, in turn, is likely to result in the achievement of superior firm performance. In addition, a few scholars have considered innovation as a key driver of firm performance besides that, fewer researchers have studied innovations as being impacted by organisational culture. This paper makes a significant contribution to the prevailing literature by empirically examining the relationship between organisational culture, innovation, and firm performance.
48
Trondal, Jarle. "An organisational approach to meta-governance: structuring reforms through organisational (re-)engineering." Policy & Politics 50, no. 2 (April 1, 2022): 139–59. http://dx.doi.org/10.1332/030557321x16336164441825.
Full textAbstract:
This article outlines an organisation theory approach to meta-governance by illustrating how public organisations may organise policy change and reform by (re-)designing organisational choice-architectures. First, it outlines an organisational approach to meta-governance and, second, it offers an illustrative case of meta-governance by examining how public innovation processes are shaped by organisational designs. Two arguments are proposed: (i) first, that public meta-governance is an accessible tool for facilitating policy change, and (ii) second, that meta-governance may be systematically biased by organisational structuring. Examining conditions for meta-governance is important since governments experience frequent criticism of existing inefficient organisational arrangements and calls for major reforms of the state. The contribution of this article is to suggest how an organisational approach to meta-governance might both explain meta-governance and make it practically relevant for solving societal challenges in the future.
49
Baregheh, Anahita, Jennifer Rowley, and David Hemsworth. "The effect of organisational size and age on position and paradigm innovation." Journal of Small Business and Enterprise Development 23, no. 3 (August 15, 2016): 768–89. http://dx.doi.org/10.1108/jsbed-06-2015-0065.
Full textAbstract:
Purpose – The purpose of this paper is to contribute to knowledge and theory on innovation in small and medium-sized organisations (SMEs) by exploring the role of size and age on organisational engagement with position and paradigm innovation. Design/methodology/approach – Data on organisational characteristics, including age and size, and engagement with position and paradigm innovation was collected as part of a questionnaire based survey of food sector SMEs in the UK. Structural equation modelling was used to identify the existence of any significant relationships between engagement with position and paradigm innovation and organisational age and size. Findings – Findings suggest that organisational engagement with position and paradigm innovation is not affected by either age or size. Originality/value – Prior research, based primarily on process and product innovation, has generated contradictory results regarding whether size or age effect innovation. This study contributes by focusing on the previously unexplored concepts of position and paradigm innovation.
50
Gledson, Barry J. "Hybrid project delivery processes observed in constructor BIM innovation adoption." Construction Innovation 16, no. 2 (April 4, 2016): 229–46. http://dx.doi.org/10.1108/ci-04-2015-0020.
Full textAbstract:
Purpose Exploratory research was undertaken focusing upon an innovation adoption decision taken by a regional UK division of a large international contracting organisation implementing building information modelling (BIM) into their project delivery processes. The purpose of this paper was to gain new insights through observations of the process and analysis of the views of employees about organisational BIM adoption during the implementation stage of the innovation-decision process. Design/methodology/approach Case study research was performed focussing on initial BIM projects delivered by an early adopter organisation. Observations and semi-structured interviews were used as part of a data collection strategy, and an iterative research approach was adopted. Findings During implementation stages of BIM innovation adoption, organisations may have to make use of hybrid project delivery methods on initial adopter projects while also working concomitantly with existing systems, processes and personnel not yet ready to adapt to BIM methodology. Originality/value The work captures previously unseen phenomena of how such an organisation and its staff have adapted to BIM innovation adoption during a programme of organisational change. The identification of hybrid project delivery processes has generated further implications for practice and research into the effectiveness of construction production information management.