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Journal articles on the topic 'Work Innovation'
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Yastochkina , Irina. "INNOVATIVE SOCIAL TECHNOLOGIES AT WORK WITH CHILDREN AND YOUTH." Scientific Bulletin of Uzhhorod University. Series: «Pedagogy. Social Work», no. 2(49) (December 18, 2021): 245–48. http://dx.doi.org/10.24144/2524-0609.2021.49.245-248.
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The article disclosed the content of the concepts «innovation», «social innovation», «social technology», «innovative social technology». It is indicated that one of the features of modern social technology is its innovative nature. The purpose of the article is to define the essence of the concept of «innovative social technologies», substantiate and analyze the possibilities of their application in work with children and youth. Innovation is increasingly becoming the subject of scientific research in the social sphere. The main attention of researchers is focused on innovative technologies in social work, innovative processes, innovative methods, types and subjects of social innovation, innovative practices of social work with vulnerable groups in Ukraine. It is noted that the emergence of innovative technology is determined by the needs and social problems of society, requires accurate planning, serious training and qualified personnel. For social pedagogy, the term «innovation» currently remains new and poorly researched. This term is interpreted in two meanings: innovation as a process and innovation as a product. The characteristics, functions and sources of social innovation are considered. It is emphasized that innovations actively influence the surrounding social environment. For social work, social pedagogy, an essential characteristic of innovation is its social consequences. The social processes that determine the growth of innovative activity in the social sphere are indicated. Innovative technologies exist in two forms: in the form of programs and documents and in the form of social processes. It was also noted that children and youth are quite often the most vulnerable social categories and need qualified assistance and support. The presence of social problems prompts the development and implementation of innovative technologies for social work with children and youth. The innovative social technologies in working with children are listed. The innovative forms of the implementation of youth work in Ukraine have been identified. The promising directions of innovative activity in the social sphere, including in the social and pedagogical work with children and youth, are indicated.
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Frislia, Ernie, and Seger Handoyo. "THE ROLE OF SELF-CONSTRUAL AND GOAL ORIENTATION ON EMPLOYEE INNOVATIVE WORK BEHAVIOR." Jurnal Psikologi 19, no. 3 (July 8, 2020): 233–45. http://dx.doi.org/10.14710/jp.19.3.233-245.
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Innovation is an effort to increase the companies' competitiveness in Indonesia in the era of the ASEAN Economic Community and confront the fourth industrial era. Innovative work behavior is an organization's methods to implement innovations and improve performance, excellence, competitiveness, and confront changes in the dynamic external environment. This study aims to examine the effect of self-construal and goal orientation on innovative work behavior by testing hypotheses using multiple regression analysis. Data collection in this study uses an innovative work behavior scale, self-construal scale, and goal orientation scale, an online survey method filled by 168 employees working in the manufacturing industry sectors in Indonesia. The results show that self-construal and goal orientation have a positive effect on innovative work behavior, enhancement in self-construal, and goal orientation to increase employees' innovative work behavior—the contribution of goal orientation significant higher for employees' innovative work behavior than for self-construal contributions. Individuals with goal orientations can help organizations to develop innovation through innovative work behavior.
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Lambriex‐Schmitz, Peggy, Marcel R. Van der Klink, Simon Beausaert, Monique Bijker, and Mien Segers. "When innovation in education works: stimulating teachers' innovative work behaviour." International Journal of Training and Development 24, no. 2 (May 14, 2020): 118–34. http://dx.doi.org/10.1111/ijtd.12175.
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Lendel, Viliam, and Michal Varmus. "Proposal of system for work with innovative ideas, opportunities and innovations in the company." Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 61, no. 7 (2013): 2423–33. http://dx.doi.org/10.11118/actaun201361072423.
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The paper is based on a detailed analysis of literature and conducted research to create a system for work with innovative ideas, opportunities and innovations in company. This paper reports the main results of the research that authors conducted on a sample of 318 respondents. Main purpose of the research was to identify the key elements of the use of innovation in marketing management system for work with innovation, opportunities, knowledge and application of lateral thinking. This paper deals with the identification of the main preconditions for successful use of the proposed system for work with innovative ideas, opportunities and innovations in business. Attention is also paid to the identification of the most common problems in the use of innovation and innovative ideas in business. The paper presents a series of recommendations to minimize the described problems and serves valuable tool for marketing manager for the efficient use of labour with innovative ideas, opportunities, innovation and expertise in the company. Following methods were used for research: comparative method of qualitative evaluation method, the method of structured and structured interviews, observation method, the method of document analysis (method of content analysis) and questionnaire method.
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CARLUCCI, DANIELA, MATTEO MURA, and GIOVANNI SCHIUMA. "FOSTERING EMPLOYEES’ INNOVATIVE WORK BEHAVIOUR IN HEALTHCARE ORGANISATIONS." International Journal of Innovation Management 24, no. 02 (April 18, 2019): 2050014. http://dx.doi.org/10.1142/s1363919620500140.
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Healthcare workers’ innovative work behaviour plays a key role in generating innovation. To date determinants of innovative work behaviour are not completely detected and there is a call for additional empirical evidence on organizational-level factors influencing individual’s innovation. This study empirically explores the relationships between organizational climate, organisation’s openness to innovation, and innovative work behaviour in the context of a public sector healthcare organization. A survey has been conducted on employees of a large Italian public sector hospital. Data collected on 560 professionals have been analyzed through Structural Equation Modelling technique. The results show that organisational climate affects employees’ innovative work behavior both directly and indirectly through organisation’s openness to innovation. Specifically our findings highlight that organization’s openness to innovation partially mediates the relationship between organizational climate and employees’ innovative work behavior. The results should lead managers to consider the importance of organizational climate and openness to innovation as effective levers to pull in order to improve employees’ innovative work behavior.
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KATSURABAYASHI, Hiroshi, and Motohisa SODEYOSHI. "Work Style Innovation : Innovation and Multimedia." Journal of the Society of Mechanical Engineers 99, no. 937 (1996): 997–1001. http://dx.doi.org/10.1299/jsmemag.99.937_997.
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Dolińska, Małgorzata. "Activity Of Companies In Innovation Networks." Equilibrium 7, no. 1 (March 31, 2012): 21–31. http://dx.doi.org/10.12775/equil.2012.002.
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Innovation networks can be understood as an organization in which two or more independent firms aim at joint research, development or spreading of innovations. In such a relatively stable and cooperative collaboration, the partner firms find support during one or more activities of the innovation process, which may increase their innovation performance (Dilk, Gleich, Wald 2008, p. 693). Relationships of innovative companies with partners in networks are based on development and transfer knowledge, which is used in innovation processes. With development of innovations in the network, knowledge and other resources are multiplied. The objective of this work is to explore cooperative relationships of companies with partners during innovation process execution within the network’s framework. This paper analyzes the impact of these relationships on the development of innovative companies, as well as also attempts to describe synergy effects of cooperation between partners in innovation networks. Questionnaire research on this subject was conducted in Lubelskie region in 2009. Summary results of these research are described in this work.
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Leonhardt, Howard J. "Innovation is Work!" Journal of Vascular and Interventional Radiology 12, no. 1 (January 2001): P289—P290. http://dx.doi.org/10.1016/s1051-0443(01)70152-2.
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Afsar, Bilal, and Waheed Ali Umrani. "Transformational leadership and innovative work behavior." European Journal of Innovation Management 23, no. 3 (June 24, 2019): 402–28. http://dx.doi.org/10.1108/ejim-12-2018-0257.
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Purpose The purpose of this paper is to investigate the effect of transformational leadership on employee’s innovative work behavior, and the mediating role of motivation to learn, and the moderating role of task complexity and innovation climate on the link between transformational leadership and innovative work behavior. Design/methodology/approach A questionnaire, designed as a self-reported survey, was distributed to full-time employees and their respective supervisors working in 35 firms (services and manufacturing sectors) in Pakistan. Data were collected from 338 employee–supervisor dyads. The hypotheses were tested using structural equation modeling. Findings Results showed that transformational leadership had a positive impact on employees’ innovative work behavior and motivation to learn mediated transformational leadership–innovative work behavior link. The study further showed that task complexity and innovation climate moderated the relationship between transformational leadership and employees’ innovative work behavior. Research limitations/implications Based on the premises of interactionist perspectives on individual innovation, this study integrated multi-level variables to investigate leaders’ influences on followers’ innovative work behavior. This study contributed to the existing literature by providing empirical evidence on influence of transformational leadership on employees’ innovative work behavior as well as the impact of both individual and organizational level variables. Practical implications The close connection among transformational leadership, motivation to learn and innovative work behavior suggests that transformational leadership traits among managers are important to enhance employees’ innovative work behavior. Organizations should pay attention to creating a climate that is supportive of innovation and encourage individuals to learn new knowledge and skills, and provide employees with opportunities to use their acquired knowledge and skills. Originality/value This paper contributed to leadership and innovation literatures and provided insights into how the practitioners could use an appropriate leadership style to enhance innovative work behavior among employees. The study adopted a distinct model comprising five variables to investigate innovative work behavior from a multi-level perspective, i.e., motivation to learn and innovative work behavior at the individual level, task complexity at the unit level and innovation climate and leadership at the organizational level. This integrated model of using predictors from multiple levels supported the theoretical assumptions that innovative work behavior resulted from the interaction of individual, group and organizational level factors.
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Luchyk, Svitlana, Maryna Semykina, Liudmyla Zapirchenko, Vasil Luchyk, and Anna Semykina. "Priority of stimulating creative work in innovation management in the stage of globalization." SHS Web of Conferences 129 (2021): 05006. http://dx.doi.org/10.1051/shsconf/202112905006.
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Research background: It is substantiated that outdated motivational management in practice hampers the tasks of accelerated innovative development of domestic enterprises. This leads to the destruction of motives for the development of innovations, the spread of poverty among workers, in particular among developers of new ideas and innovations. Purpose of the article: The article is devoted to the problems of modeling the process of motivational regulation of innovative activity of employees at the enterprise. Methods: Our conceptual provisions based on analysis and generalization of data of statistics of economic activity of innovatively active enterprises of Ukraine. Practical experience of personnel management based on motivational management, results of sociological surveys of personnel and involvement of experts’ conclusions the level of economic activity of staff and creativity in work. Findings & Value added: The proposed model of motivational regulation of innovation activity of employees is based on the mandatory identification and consideration of priority factors that enhance the incentive effect of remuneration for the creative component of work, increase innovation activity of staff and enterprises in general, increase its profitability, and competitiveness. The peculiarity of the presented model is its flexibility in the choice of motivational regulators depending on the goals of the enterprise, the presence of a block of choice of motivational priorities in regulating innovation, the possibility of adjusting its effectiveness taking into account the efficiency of innovation in the enterprise and the internal and external environment.
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Leontev, Mikhail. "Socio-psychological aspects of innovation behavior of workers in construction organizations." MATEC Web of Conferences 251 (2018): 05021. http://dx.doi.org/10.1051/matecconf/201825105021.
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The ability for introduction of innovation, improve products, services and work processes is becoming increasingly important for the construction industry today. This paper focuses on the personal and socio-psychological characteristics of innovation: employee attitudes toward innovations, the degree of employee involvement in innovation activity, personal motivation and incentives. It was found that the innovative behavior of workers in construction organizations is positively influenced by: participative leadership style, support of employees’ innovative behavior on the part of management, external business contacts, innovative results, successful practice of introducing innovations in the firm (enterprise). These factors, combined with material incentives, the desire for self-realization, the involvement of employees in all stages of the innovation process, create a suitable environment for the innovative activity of employees.
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Sterelny, Kim. "Adaptable individuals and innovative lineages." Philosophical Transactions of the Royal Society B: Biological Sciences 371, no. 1690 (March 19, 2016): 20150196. http://dx.doi.org/10.1098/rstb.2015.0196.
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This paper suggests (i) that while work on animal innovation has made good progress in understanding some of the proximate mechanisms and selective regimes through which innovation emerges, it has somewhat neglected the role of the social environment of innovation; a neglect manifest in the fact that innovation counts are almost always counts of resource-acquisition innovations; the invention of social tools is rarely considered. The same is true of many experimental projects, as these typically impose food acquisition tasks on their experimental subjects. (ii) That neglect is important, because innovations often pose collective action problems; the hominin species were technically innovative because they were also socially adaptable. (iii) In part for this reason, there remains a disconnect between research on hominin innovation and research on animal innovation. (iv) Finally, the paper suggests that there is something of a disconnect between the theoretical work on innovation in hominin evolution (based on theories of cultural evolution) and the experimental tradition on human innovation. That disconnect is largely due to the theoretical work retreating from strong claims about the proximate mechanisms of human cultural accumulation.
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Traube, Dorian E., Stephanie Begun, Robin Petering, and Marilyn L. Flynn. "Beta Testing in Social Work." Research on Social Work Practice 27, no. 2 (August 3, 2016): 163–68. http://dx.doi.org/10.1177/1049731516659142.
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The field of social work does not currently have a widely adopted method for expediting innovations into micro- or macropractice. Although it is common in fields such as engineering and business to have formal processes for accelerating scientific advances into consumer markets, few comparable mechanisms exist in the social sciences or social services. Given that beta testing is successfully used to scale innovation in business and engineering, why is there no method for beta testing in social work? Could this be the reason that innovations in social work practice remain decades behind scientific research findings? This article explores reasons for the scarcity of options for scaling innovation in the field of social work and proposes a method for shortening development cycles for social work innovations to ensure that advances reach consumers—and ultimately improve their lives—more quickly.
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Halvorsen, Cal J. "Bridging Social Innovation and Social Work." Research on Social Work Practice 27, no. 2 (August 3, 2016): 129–30. http://dx.doi.org/10.1177/1049731516658353.
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This article highlights how the social work academy can support innovative research, dissemination, and implementation and is a response to and extension of arguments made by Dr. Marilyn L. Flynn on innovation in social work. It argues that social work researchers need to strike a balance between the often slow and methodical scientific research community and the often rapid and reactive social innovation community to best respond to societal needs. From an emerging scholar’s point of view, it concludes by emphasizing how shifting priorities in social work tenure and promotion processes can broaden the impact of social work research.
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Müller, Maja, and Signe Pihl-Thingvad. "User involvement in social work innovation: A systematic and narrative review." Journal of Social Work 20, no. 6 (March 31, 2019): 730–50. http://dx.doi.org/10.1177/1468017319837519.
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Summary This article focuses on user involvement in social work innovations in the public sector and provides an overview of how public innovation via user involvement in social work has been studied to date. Through analyses based on a systematic review combined with a narrative review of the identified literature, we offer a typology of social work innovations. The article concludes by discussing possibilities and barriers inherent in user involvement in social work and suggesting topics for future research. Findings Through a systematic review we identify the relevant literature describing different kinds of user involvement in social work innovation. In the narrative review, we analyze the literature and identify three types of innovation: user-centered innovation, co-produced innovation, and citizen-driven innovation. With empirical examples we illustrate the different types of innovation and the citizen’s role in the different innovation processes. Application The typology provides an analytic tool to differentiate types of innovation and user involvement, but it may also function as inspiration to practitioners to reflect more about the roles of users and frontline workers and to be more aware of existing barriers when designing new social initiatives in the public sector.
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Francik, Ellen, Susan Ehrlich Rudman, Donna Cooper, and Stephen Levine. "Putting innovation to work." Communications of the ACM 34, no. 12 (December 1991): 52–63. http://dx.doi.org/10.1145/125319.125322.
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Will, Martin, and Joachim Richert. "SpecSolvAn Innovation at Work." Journal of Chemical Information and Computer Sciences 37, no. 2 (March 1997): 403–4. http://dx.doi.org/10.1021/ci970481e.
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Smith, Raymond. "Work(er)-driven innovation." Journal of Workplace Learning 29, no. 2 (March 6, 2017): 110–23. http://dx.doi.org/10.1108/jwl-06-2016-0048.
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Purpose The focus on innovation as a foundational element of enhanced organisational performance has led to the promoting and valuing of greater levels of employee participation in innovation processes. An emergent concept of employee-driven innovation could be argued to have hindered understandings of the creative and transformative nature of work and the kinds of work and learning practices that all workers engage in as part of their routine occupational practices. The purpose of this paper is to propose that a stronger focus on work-learning as workers’ personal enactment of the collective activities that comprise their occupational practice and its circumstances can clarify the nature of innovation. Design/methodology/approach The paper is based on an extended ethnographic study (18 months) of 12 employees from four different workplaces and who were engaged in a variety of different occupational practices. Findings The argument is advanced through discussion of four kinds of innovation that were identified through examining the work-learning practices of restaurant, gymnasium, computing and fire service workers. They are personal heuristics, test benching, efficiencies and shared needs. Originality/value These innovation forms illuminate personal work-learning practices and offer means of explaining innovation as a foundational factor of work, suggesting that work that supports these work-learning practices can enhance organisational innovation.
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CHIU, Iris H.-Y. "A Rational Regulatory Strategy for Governing Financial Innovation." European Journal of Risk Regulation 8, no. 4 (October 3, 2017): 743–65. http://dx.doi.org/10.1017/err.2017.50.
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AbstractModern financial regulation has predominantly been economically-driven,1 progressing from addressing market failures to making markets more competitive and work better.2 The UK Financial Conduct Authority is expressly mandated to pursue regulatory objectives that maintain market integrity and protect consumers (addressing market failures) and to promote competition (making markets work better).3 Both the FCA and its sister regulator, the Prudential Regulation Authority (for banks), have recently adopted innovative regulatory initiatives to promote technologically-driven innovation, aimed at making markets work better. These initiatives are also a response to the recent explosion of technologically-led financial innovation outside of the regulatory perimeter.In promoting financial innovation, we argue that the regulators have insufficiently focused on the need to govern financial innovation more generally. Although this concern may seem premature, the regulatory innovations are increasingly extending the perimeter for regulatory oversight of financial innovations. As the regulatory innovations have the potential to develop into more mature regulatory frameworks for governing financial innovation, we argue that regulators should manage the risks of their current approach and develop a regulatory strategy framework for balancing regulatory objectives and developing regulatory policy. We propose a framework anchored in rationality, consistency and accountability in governing financial innovation.
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Huang, Huaqian, and Fuda Li. "Innovation climate, knowledge management, and innovative work behavior in small software companies." Social Behavior and Personality: an international journal 49, no. 4 (April 7, 2021): 1–17. http://dx.doi.org/10.2224/sbp.9780.
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Innovation is of great significance to a company's sustainable development. Using structural equation modeling, we analyzed data from an online survey conducted with 385 employees of software companies in China. We explored the mechanism through which innovation climate helped improve knowledge management and innovative work behavior in the businesses. The results show that innovation climate had a positive impact on knowledge acquisition, knowledge dissemination, and responsiveness to knowledge, as three dimensions of management of knowledge; and also on idea generation and idea promotion, as two of three dimensions of innovative work behavior. However, the impact of innovation climate on the dimension of idea realization was nonsignificant. These findings enrich the literature on innovation in regard to work behavior and workplace climate, and highlight the important impact of innovation climate on knowledge management and innovative work behavior. The cultivation of employees' innovative behavior helps to improve enterprise performance, so enterprise managers will also benefit.
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Bammens, Yannick, Guy Notelaers, and Anita Van Gils. "Implications of Family Business Employment for Employees’ Innovative Work Involvement." Family Business Review 28, no. 2 (February 5, 2014): 123–44. http://dx.doi.org/10.1177/0894486513520615.
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This study builds on the idea that family businesses perform particularly well in the domain of exploitative innovations and explores a possible source of this strength, namely their employees’ spontaneous involvement in informal innovation activity. Specifically, we develop a mediation model on the interrelationship between family business employment and employees’ innovative work involvement. Analyses are based on a sample of 893 Belgian employees using structural equation modeling. Results suggest that family business employment is positively associated with employees’ innovative work involvement, and that part of this relationship can be attributed to their heightened perceptions of organizational support and work motivation.
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SHAROV, A. G., Z. A. IVANOVA, and M. G. PIKALKINA. "FUNDAMENTALS OF HUMAN RESOURCE MANAGEMENT IN INNOVATIVE ORGANIZATIONS." EKONOMIKA I UPRAVLENIE: PROBLEMY, RESHENIYA 1, no. 4 (2020): 53–56. http://dx.doi.org/10.36871/ek.up.p.r.2020.04.01.007.
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This article analyzes the content and essence of innovative human resource management, which should be defined as concepts, innovations, and components of innovation. Mainly and primarily innovation refers to a creative idea that reflects the components of production and technological work that will be improved and improved over time.
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DOI, Miwako. "Diversity Management and Work-Style Innovation for Innovative Enterprise." TRENDS IN THE SCIENCES 14, no. 7 (2009): 60–63. http://dx.doi.org/10.5363/tits.14.7_60.
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Pidvalna, O. "CONCEPT OF MANAGEMENT OF INNOVATIVE PROCESSES OF THE REGIONAL TOURIST AND RECREATIONAL COMPLEX." Innovative Solution in Modern Science 3, no. 39 (May 19, 2020): 92. http://dx.doi.org/10.26886/2414-634x.3(39)2020.9.
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The article clarifies the concept of "innovation" in the field of tourism business in the region. The theoretical and methodological basis of the study is the work of domestic and foreign scientists in the theory of innovation and innovation, problems of business development in tourism, regional economy and sustainable development. The classification of innovations depending on their use in various areas of tourist activity is developed. The components for building the concept of innovative strategy for the development of the tourist and recreational complex of the region are presented. Key words: tourist-recreational complex, services, innovations, innovation, strategy, management, development.
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Jelinčić, Daniela Angelina, and Sanja Tišma. "Tourism Innovation in the Adriatic-Ionian Region: Questioning the Understanding of Innovation." European Journal of Geography 13, no. 5 (December 29, 2022): 97–114. http://dx.doi.org/10.48088/ejg.d.jel.13.5.097.114.
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Today, tourism as the most important global service industry faces many challenges, which call for innovations. That includes product (new products and services), process (new ways of delivering tourist services), logistical (new ways of providing products/services to tourists), and market innovations (new marketing methods or market behaviour). To detect the number and types of tourism innovations funded by the EU in the Adriatic-Ionian region (AIR), a desk research approach and a survey was carried out between 2020 and 2022. The purpose of our work was to detect projects fostering innovations in sustainable tourism, analyse their innovation capacity and propose possible policy enhancements. The main research questions were: Firstly, are financial incentives appropriate measures to foster innovations? and secondly what is the role of governance models of the EUSAIR in fostering innovations in sustainable tourism? In total, 88 projects were detected fostering different types of innovations. The results demonstrate an uneven geographical distribution of financial incentives for innovative projects and underline the lack of a clear understanding of the concept of innovation in funded projects and in seconded national administration in the AIR. Additionally, our findings show that financial incentives, although welcome, do not always foster innovations. Rather, an effective governance should be in place to tailor the appropriate financial incentives and guide the process. Our work contributes to the development of new guidelines related to growth and innovation in sustainable tourism in the AIR.
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Rice, Eric, Robin Petering, Erin Stringfellow, and Jaih B. Craddock. "Innovations in Community-Based and Interdisciplinary Research." Research on Social Work Practice 27, no. 2 (January 3, 2017): 189–93. http://dx.doi.org/10.1177/1049731516685620.
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We present a preliminary theory of innovation in social work science. The focus of the piece is two case studies from our work that illustrate the social nature of innovations in the science of social work. This inductive theory focuses on a concept we refer to as transformative innovation, wherein two sets of individuals who possess different expertise and different network connections come together to solve a problem and in so doing transfer ideas from one network and field of expertise to the other. This transfer of ideas inevitably involves the transformation of ideas, such that the final innovation is something new to both groups of people, and as such innovative.
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Mushtaq, Naveed, Aziz Javeed, Ahmed Saeed, and Mohsin Altaf. "RECONNOITERING THE INTERVENING ROLE OF DYNAMIC CAPABILITIES BETWEEN HIGH-PERFORMANCE WORK SYSTEMS AND INNOVATION PERFORMANCE." Humanities & Social Sciences Reviews 9, no. 3 (June 24, 2021): 1202–11. http://dx.doi.org/10.18510/hssr.2021.93118.
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Purpose of the study: This study explores the Impact of High-Performance Work System practices (HPWS), on innovation performance, through the intervening role of dynamic capabilities and innovation culture among the rapidly growing cement industry of Pakistan, which is the backbone of Pakistan's construction industry.
Methodology: This is a self-administrative survey, and data were analyzed using Smart PLS 3.0, SPSS.
Main Findings: HPWS has a positive impact on a firm's innovation performance. Furthermore, dynamic capabilities mediated the association between HPWS and innovation performance.
Applications of this study: The study is essential for the cement industry, where traditional HRM has long been applied. Using HPWS would create a more innovative environment and establish dynamic capabilities that can trigger innovations such as administrative, incremental, radical, and marketing in the face of dynamic customer demands.
Novelty/Originality of this study: This study has enriched our understanding of how organizations can improve their innovation performance in a complex and ambiguous environment, which is crucial to gaining competitive advantages. This study also suggests that developing a system of HPWS practices in organizations, particularly the cement industry, will help the organizations flourish and stay competitive in the marketplace and help elicit the right employee attitudes by fully mediating dynamic capabilities. Therefore, organizations should establish developed HPWS and create an innovation culture that will ultimately benefit the organization creates an innovation culture.
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Byundyugova, Tatiana. "The development of innovative potential of employees with the use of visual technologies during post-crisis period." Психология и Психотехника, no. 4 (April 2020): 14–28. http://dx.doi.org/10.7256/2454-0722.2020.4.34395.
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This article presents the research results on transformation of innovative potential of company employees during the post-crisis period by means of active visualization. A large number of executives distinguish the signs of experiencing crisis by company employees. There is striking need for implementation of innovations in the work of companies for the purpose of adjusting to the current situation in the world. The article describes innovative potential along with its content (creative approach towards work; attitude of personnel towards work in the situation of uncertainty; proactivity; low level of anxiety; high search activity). The data acquired in the course of diagnosis of innovative potential allows determining several groups of employees with different level of readiness for its fulfillment: with critical and low level of readiness for innovation; with tolerable level of readiness for innovation; with evident level of readiness for innovation. The majority of respondents are attributed the group with low level of readiness for innovation. The main sections of the program for training employees pertinent to the development of their innovative potential are outlined. The key component in implementation of such program consists in active visualization as a means for transformation of employees’ perceptions on innovation. It was determined that the use of visualization within the framework of helping employees to overcome changes significantly increased their innovative potential and readiness for innovation in their work. The respondents marked the increase in observation skills, ability to think outside the box, and relief of the fear of changes that take place in the company in post-crisis period.
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Castro-Spila, Javier. "Social Innovation Excubator." Higher Education, Skills and Work-Based Learning 8, no. 1 (February 12, 2018): 94–107. http://dx.doi.org/10.1108/heswbl-11-2017-0094.
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Purpose The purpose of this paper is to propose a new framework for developing social innovation competencies in social sciences within the agenda of the Relational University. It explores the educational strategy promoted by the Social Innovation Excubator (SIE), an experimental social sciences lab that provides students with a work-based learning scenario focusing on the solution of social problems. Design/methodology/approach This conceptual paper explores a new learning strategy to promote the Relational University. This exploration designs an experimental infrastructure named SIE. This infrastructure promotes the link between work-based learning and social innovation to develop four key competencies: heuristic, epistemic, relational and experimental skills. Findings There is little attention in the literature about work-based learning and social innovation. The conceptual framework provides a program on Social Innovation Capitalization (SIC) in the framework of the SIE. This framework provides a process of four phases to prototype social innovations: exploration, experimentation, exploitation and evaluation as a process to boost social innovation skills. Research limitations/implications The conceptual framework of Relational University is an innovative and integrative model (companies, social organizations, public sector and civil society) that develops a work-based learning strategy through SIE infrastructure. The SIE has a strong implication for social sciences developing an experimental space to explore, exploit and evaluate local social problems. Practical implications The SIE infrastructure and the SIC program promotes a new strategy in social sciences to boost employability (new competencies), entrepreneurship (pilot social organizations) and intra-entrepreneurship (social innovation in organizations). Originality/value This paper proposes a conceptual and empirical framework to develop the Relational University through a new learning strategy linking work-based learning and social innovation. This practical framework covers a lack in the work-based learning perspective opening a new line of research linked to social innovation.
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Ndzana, Martin, Onomo Cyrille, Gregory Mvogo, and Thierry Bedzeme. "Innovation and small and medium enterprises’ performance in Cameroon." Journal of Small Business and Enterprise Development 28, no. 5 (June 15, 2021): 724–43. http://dx.doi.org/10.1108/jsbed-06-2020-0188.
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PurposeThis article attempts to explain performance through the development of innovations within small and medium enterprises (SMEs). Specifically, the authors analyse the determinants of innovation and assess the role of technological and non-technological innovations in performance.Design/methodology/approachBased on a sample of 508 Cameroonian SMEs, the PSM (propensity score matching) technique was used to reduce the selection bias inherent in this type of analysis.FindingsThe results show that technological innovation does not influence significantly the performance of SMEs, whereas non-technological innovation positively influences it. The combination of these two types of innovation leads to better performance than even accentuated development of only one type.Practical implicationsTo improve the performance of SMEs, it is necessary to adopt a comprehensive innovation policy that combines non-technological and technological innovations. In addition, it is important to intensify informations and communication technologies (ICT) promotion policies that contribute to the adoption of innovations within enterprises.Originality/valueThis paper contributes to the literature by showing the role of technological and non-technological innovations in explaining the performance of SMEs. Moreover, unlike the existing work in sub-Saharan Africa, which is limited to testing the innovation–performance relationship, this study also determines the productivity gain generated by innovative firms compared to non-innovative ones.
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Rodhiah, Rodhiah, and Nur Hidayah. "Sustainable Development Innovation “The Effect of Flexible HRM Behavior on SME Innovation”." Economit Journal: Scientific Journal of Accountancy, Management and Finance 1, no. 4 (February 16, 2022): 231–40. http://dx.doi.org/10.33258/economit.v1i4.589.
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Through the results of the 2020 Higher Education grant research, shows the need for sustainable innovation development in SMEs through the development of the competence of creative resources owned by SMEs. These resources need support from human resource management, because it is a business strategy that effectively supports innovation. This study aims to determine the effect of flexible human resources, innovative work behavior and SME innovation. Researched as many as 100 SMEs creative products spread across the province of Banten. The study used convenience sampling as a sample. The data collection technique was by distributing questionnaires by directly coming to SMEs. Analysis using smart PLS. The results of the study show that flexible resource management has a positive and significant effect on SME innovation, and on innovative work behavior. Flexible human resource management has no positive and insignificant effect on SME innovation with innovative work behavior as a mediating variable. Innovative work behavior has a positive and significant effect on SME innovation.
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Riaz, Sidra, Yusen Xu, and Shahid Hussain. "Understanding Employee Innovative Behavior and Thriving at Work: A Chinese Perspective." Administrative Sciences 8, no. 3 (August 19, 2018): 46. http://dx.doi.org/10.3390/admsci8030046.
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Drawing from the tenets of social cognitive theory, the present study examined the effect of thriving at work on innovation behavior via organizational support of innovation. The data were collected at three points in time from 402 participants occupying a variety of positions in Chinese organizations. Structural equation modeling and multilevel regression analysis results demonstrated that employees’ thriving was positively related to organizational support of innovation, which in turn was positively related to innovative behavior. In addition, moderated mediation results demonstrated that employee external contacts strengthened the relationship between organizational support of innovation and innovative behavior, and enhanced the positive effects of thriving. Our results deepen and go beyond previous research on thriving at work. The theoretical and practical implications of these findings are discussed.
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Stewart, Ryon. "Crowdsourcing at NASA: About the Work Behind Having Others Do the Work." NIM Marketing Intelligence Review 12, no. 1 (May 1, 2020): 48–54. http://dx.doi.org/10.2478/nimmir-2020-0008.
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AbstractInterview with Ryon Stewart, Challenge Coordinator at NASA’s Center of Excellence for Collaborative Innovation (CoECI)NASA’s record of innovations is truly awesome. Every child knows about the first man on the moon and the space shuttle program, or marvels at images of outer space transmitted from NASA missions. It is less well-known that even the world-class engineers of NASA tap into the wisdom of crowds to solve their problems and devise groundbreaking solutions. In our interview, Ryon Stewart explains that innovation is less about a genius having a light-bulb idea while sitting at a desk and more about finding solutions that already exist – somehow, somewhere. Learn how NASA uses the power of crowds, why NASA’s workforce still won´t run out of work, and how even the bison at Yellowstone National Park contributed to problem-solving.
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Kacem, Sondes, and Sana El Harbi. "Leadership, Innovation Among Tunisian ICT SMEs." Journal of Enterprising Culture 22, no. 03 (September 2014): 283–311. http://dx.doi.org/10.1142/s0218495814500125.
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Currently, innovation is a major challenge in emerging economies such as Tunisia. Although the influence of leadership seems evident in the implementation of innovations, few studies have investigated this impact; especially for SMEs in the ICT sector. For this purpose, we propose to highlight the impact of leadership on the implementation of innovations in SMEs through exploratory qualitative study of five small and medium enterprises (SMEs) in the high-tech sector in Tunisia, to understand the management styles of the chief executive officers (CEOs) and their motivations towards innovative activities. The results of this investigation show that the style of leadership in the ICT sector is both participative and transformational. Only organizational innovation has been detected. Collaborative work and group cohesion are the major cultural aspects of innovation. Items from this exploration allows us to clarify aspects of three basic concepts that make up our conceptual model (leadership, culture of innovation, and innovations) for testing later under a quantitative study by the method of structural equation modeling.
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Szelag-Sikora, Anna, Monika Komorowska, Oleg Ovcharuk, Zofia Grodek-Szostak, and Joanna Stuglik. "INNOVATION IN A PRODUCER GROUP FOCUSED ON MILK PRODUCTION OF THE SILESIAN PROVINCE." SOCIETY. INTEGRATION. EDUCATION. Proceedings of the International Scientific Conference 6 (May 21, 2019): 510. http://dx.doi.org/10.17770/sie2019vol6.3955.
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The aim of the work was to analyse the level of innovation in the group of milk producers and production efficiency. The work covered its scope with the producer group established in 2010, which brings together six producers of cow's milk. The farms are run based on a conventional production system. The source data used in the analysis covers the years 2010-2017. The analysis covered the number of implemented innovations, the type of innovation and the level of expenditures borne by producers for introducing the innovations. Based on the results obtained, the relative benefits achieved by the producer group resulting from the introduction of innovative solutions were determined.
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Vennebo, Kirsten Foshaug. "Innovative work in school development." Educational Management Administration & Leadership 45, no. 2 (July 9, 2016): 298–315. http://dx.doi.org/10.1177/1741143215617944.
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Leadership is recognised in both policy and research as a key enabler of innovation in schools. Numerous researchers have focused on how school leaders formally narrate their experiences of leading innovations including their observations of effect; however, modest attention has been paid to the processes through which leaders engage in innovative work. This study focuses on the work of project teams running Norwegian school projects that aim to advance teaching and enhance student learning using information and communication technologies. By employing cultural-historical activity theory, leadership is examined as enactment that is consequential to the directions of the work. The findings demonstrate that the locus of agentive actions change from moment to moment within sequences of interactions. Thus, leadership in this kind of work is not under the control of any of the actors involved or any specific individual: the centre does not hold. The study contributes to understanding leadership in innovative work by demonstrating how leadership is an outcome in emergent multi-voiced work processes. Moreover, the study indicates that the ‘making of newness’ involves innovative work at collective and individual levels, and suggests that projects conducted between loosely coupled partners would profit from adopting routines for the management of interactions.
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Bamber, Greg J., Timothy Bartram, and Pauline Stanton. "HRM and workplace innovations: formulating research questions." Personnel Review 46, no. 7 (October 16, 2017): 1216–27. http://dx.doi.org/10.1108/pr-10-2017-0292.
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Purpose The purpose of this paper is to review the roles of human resource management (HRM) specialists in the contemplation and implementation of innovation in employing organisations and workplaces. Design/methodology/approach The authors review some of the literature and practice in this field as well as 11 other articles that are included in this special issue. Findings The authors propose six research questions. First, are HRM specialists analysing relevant trends and their implications for the future of work and the workforce? Second, are HRM specialists enabling employing organisations to identify and enable innovative ideas? Third, to what extent are HRM specialists leading partnership arrangements with organised labour? Fourth, what is the role of HRM specialists in creating inclusive work environments? Fifth, how should HRM specialists change to foster enterprise performance, intrapreneurship, agility, creativity and innovation? Sixth, to what extent is there an HRM function for line managers in coordination with HRM specialists in engendering innovation around “change agent” roles? Originality/value The authors argue that HRM specialists should embrace and enable innovation. The authors challenge HRM specialists to consider how they can contribute to facilitating innovation. The paper proposes further research on HRM and range of associated stakeholders who, together, have responsibility for innovating in the design and delivery of HRM to enrich our knowledge of HRM and workplace innovations.
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Etikariena, Arum, and Shanindya Bias Imaji Kalimashada. "The Influence of Organizational Climate on Innovative Work Behaviour." Jurnal Psikologi 20, no. 1 (April 10, 2021): 22–34. http://dx.doi.org/10.14710/jp.20.1.22-34.
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This study discusses about the effect of organization climate on innovative work behaviour. The respondents ofthis study were 124 employees who work in a mining company which implement innovation. This research wasa quantitative research and used Innovative Work Behaviour Scale by Janssen (2000) and Organizational ClimateMeasurement by Patterson et al. (2005). The data analysis technique used multiple regression analysis. The resultshowed that there was an influence of organizational climate on innovative behavior in the workplace by 12.1%,R2 = .121; F(1, 122) = 16,721, p < .05.The results also showed from the three dimensions of organizational climate,only two has significant effects, they are flexibility & innovation, t(120) = 2.433, p < .05, and outward focus,t(120) = 2.113, p < .05. Dimension which not significantly affect innovation work behaviour is reflexivity, t(120)= -.143, p = .886. The implications of this study can be considered by organizations to develop a supportiveorganizational climate so that employees feel comfortable to display innovative work behaviors and at the endwill ultimately have a positive impact for the organization.
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Ribeiro, Eduardo. "Technological Laboratory for Pedagogical Innovation and Learning - (LaTIPA)." Estrabão 1 (June 12, 2020): 1–7. http://dx.doi.org/10.53455/re.v1i.2.
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This article addresses the theoretical conceptions and purposes of creating the Technological Laboratory of Pedagogical Innovation and Learning (LaTIPA). From a theoretical review of technological innovation concepts in learning processes, the laboratory was systematized to create pedagogical innovations through innovative actions and projects involving applied technology. In this work, we present the theoretical conceptions that substantiate this proposal. The results of this project are expected to come to consolidate the exposed motivations.
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MacLachlan Sedger, Andrew Kenneth, and Karl Kilian Konrad Wiener. "Is Meaningful Work a Stronger Predictor of Innovation Than Transformational Leadership?" World Journal of Business and Management 7, no. 2 (August 21, 2021): 1. http://dx.doi.org/10.5296/wjbm.v7i2.18090.
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Purpose: Innovation is recognised as a key driver of business and economic growth. However, many organisations struggle to implement or encourage innovation successfully. A number of factors, including the demonstration of transformational leadership, have been examined in encouraging innovation behaviour among employees. ‘Meaningful work’ is seen as an additional factor influencing innovation but has received little attention in this field. Design: Drawing on both an emerging body of research on meaningful work and a leading model of creativity and innovation in organisations, this exploratory study of 100 Australian adult employees investigated the additional predictive value of both meaningful work and transformational leadership on innovation behavior.Findings: Results showed that meaningful work was positively correlated with, and predicted, innovation, while transformational leadership did not contribute to innovative behaviour. Implications:This finding has implications for organisations fostering innovation by helping them better understand the impact meaningful work could have on their innovation objectives.Originality:This is one of the first studies examining the relationship between innovation, meaningful work, and transformational leadership in a population of employed adults.
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Ben, Esther Ruiz, and Tino Schuppan. "E-Government Innovations and Work Transformations." International Journal of Electronic Government Research 10, no. 1 (January 2014): 1–17. http://dx.doi.org/10.4018/ijegr.2014010101.
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In this article the authors address the question of how IT innovations affects public organizations concretely exploring the emerging attitudes of public government employees towards new forms of work with electronic tools. The authors bring our analysis and theoretical discussion beyond the widely applied technology acceptance models to examine the introduction of electronic tools too focused on technology functionality and short time analysis sights. Organizational and socioeconomic aspects together with the functionality of new concrete technological tools influence the innovation processes including work transformations. Based on the model of innovation proposed by Ebbers and Van Dijk (2007) the article focuses on the analysis of employees' resistance and support in innovation processes of the introduction of public government electronic tools. The authors apply the model to the case of the introduction of the Electronic Records System (ERS) (an electronic tool for the document management of unemployed persons) in a public organization in Germany. The analysis reveals that technology driven innovation ignoring work habits and transformations leads to employees` resistance to change. A conceptual redefinition of Ebbers and Van Dick's model based on the analysis results of the ERS including an extension of the resistance and support concepts as well as indicators is proposed.
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Rosmayati, Siti, Engkus Kuswarno, Achmad Mudrikah, and Yosal Iriantara. "Peran Pelatihan dan Pengembangan Dalam Menciptakan Perilaku Kerja Yang Inovatif dan Efektifitas Organisasi." Coopetition : Jurnal Ilmiah Manajemen 12, no. 3 (November 1, 2021): 331–38. http://dx.doi.org/10.32670/coopetition.v12i3.610.
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This research uses descriptive qualitative research by creating a simple model in the development of training to create innovative and effective work in the workplace. Innovation is the development of work according to the skills of its employees. If the thoughts and actions of employees are creative and innovative, then innovation emerges. The need for innovation arises when a person tries to do cognitive work that is not routine. Learning and development is very important among various development resource practices that help employees to continuously update the knowledge, skills and attitudes required for innovation. It is important for the Organization to focus on eliciting innovative behavior among its employees to enable innovation. Non-routine work helps employees to be innovative and understand the importance of being innovative and learn the skills that are prerequisites for innovative behavior. This conceptual model tries to explore how non-routine work is carried out effectively through innovative work behaviors.
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Sianturi, Sondang Ratnauli, and Hany Wihardja. "INOVASI UNTUK MENINGKATKAN LITERASI DIGITAL PADA MAHASISWA KEPERAWATAN." Jurnal Surya Muda 3, no. 1 (February 28, 2021): 46–54. http://dx.doi.org/10.38102/jsm.v3i1.65.
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Digital literacy in nursing students is necessary in this case where the rapid technology development. Knowledge and skills of digital literacy can be improved by the lecture integrated and combined with increasing skill. Increasing digital literacy aims to enable students to access, understand information technology and make digital innovations that are useful for nursing. This innovative design provides an overview of the innovations made by nursing students and which services can be utilized. The innovative design is carried out in several stages: first, students analyze the situation in the nursing environment so that students make innovation that can help nurses work: second, determine the innovation design; third, making innovations and being presented. The method used is quantitative by distributing questionnaires to participants who tried the innovation designs on display and students were divided into 10 groups with 10 innovation designs. This innovative design was carried out for two weeks. The results of this activity was 90% of the designs made have applicative value and useful for nurses. The application of digital literacy in designing this innovation becomes a medium for improving nursing student technology. This activity is expected to be input and support nursing students and increase digital literacy in Indonesia.
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Gashema, Bruce, and Juniter Kwamboka Mokua. "Trickle-down effect of CEO transformational leadership on employee’s innovative work behaviors." International Journal of Business Ecosystem & Strategy (2687-2293) 1, no. 2 (October 20, 2019): 01–14. http://dx.doi.org/10.36096/ijbes.v1i2.114.
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Despite the theoretical foundation that links Transformational leadership (TFL) with innovation behavior, previous studies have overlooked on Transformational leadership and innovation behavior at the individual level relationship but paid less attention to how transformational leadership qualities of top leaders would advance innovative work behavior within the organizational setting. To date, the impact of Transformational leadership at a top executive level on employee’s innovative work behavior (IWB) within an organizational setting has not been dealt with in-depth. However, using transformational leadership theory, this study uncovers the pivotal role of innovation culture (IC) and managerial innovation (MI) in the relationship between CEO transformational leadership and employee’s innovation behavior in SMEs. A cross-sectional design with a total of 434 employees from 24 SMEs operating from Rwanda was analyzed using structural equation modeling to evaluate the relationship between the variables developed in the study. The findings of this study support our hypothesized model.
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Martínez V., Griselda, and Rafael Montesinos. "The organizational innovation of work." Gestión y Estrategia 07 (January 1, 1995): 136–42. http://dx.doi.org/10.24275/uam/azc/dcsh/gye/1995n07/martinez.
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Broadhurst, Karen. "Innovation in social work research." Qualitative Social Work: Research and Practice 15, no. 1 (December 23, 2015): 3–10. http://dx.doi.org/10.1177/1473325015619822.
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WALTON, THOMAS. "THE HARD WORK OF INNOVATION." Design Management Journal (Former Series) 2, no. 3 (June 10, 2010): 5–7. http://dx.doi.org/10.1111/j.1948-7169.1991.tb00570.x.
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BIRKINSHAW, JULIAN, and PETER ROBBINS. "IDEAS AT WORK: SPARKLING INNOVATION." Business Strategy Review 21, no. 2 (June 2010): 07–11. http://dx.doi.org/10.1111/j.1467-8616.2010.00655.x.
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Flynn, Marilyn L. "Science, Innovation, and Social Work." Research on Social Work Practice 27, no. 2 (January 6, 2017): 123–28. http://dx.doi.org/10.1177/1049731516686198.
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Social work as a human services profession has been distinctive for its inclusion of research as a required element of practice and instrument in instigating reform. At the present time, the relationship of social work to science and a redefinition of social work as a science have reentered our national dialogue with new force. This expansion of perspective has, however, failed to explicitly attend to a closely related intellectual and practical domain, the world of social innovation. Innovation as an end itself, a synonym for progress, has largely been owned by the professions of business, engineering, and the biosciences. This essay presents a discussion of how social work may engage with social innovation and the tensions inherent to such an engagement. A place for social innovation within the recognized domains of scientific investigation and social work is essential. Social work would make a unique contribution to the enhancement of this conception through the weight given to values, social purpose, and context that is endemic to the social work perspective. The result of combining science and social innovation perspectives in the same academic home might be a flowering of new social configurations, networks, organizations, and relationships disciplined by repeated appraisals through the scientific method.
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King, Nigel, and Michael A. West. "Experiences of Innovation at Work." Journal of Managerial Psychology 2, no. 3 (March 1987): 6–10. http://dx.doi.org/10.1108/eb004418.
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