Статті в журналах: "Innovation participative"

1

Castiaux, Annick, and Sophie Paque. "Participative innovation: when innovation becomes everyone's business." International Journal of Entrepreneurship and Innovation Management 10, no. 2 (2009): 111. http://dx.doi.org/10.1504/ijeim.2009.025177.

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YAN, JUN. "AN EMPIRICAL EXAMINATION OF THE INTERACTIVE EFFECTS OF GOAL ORIENTATION, PARTICIPATIVE LEADERSHIP AND TASK CONFLICT ON INNOVATION IN SMALL BUSINESS." Journal of Developmental Entrepreneurship 16, no. 03 (September 2011): 393–408. http://dx.doi.org/10.1142/s1084946711001896.

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This study investigates the relationship between task conflict and innovation in small business. It also investigates the interactive effects of an entrepreneur's goal orientation and participative leadership style on the relationship between task conflict and innovation in small business. Hierarchical multiple regression analysis of data collected from 201 small businesses found a significant and positive relationship between task conflict and innovation. Analysis also revealed significant two-way interactive effect of an entrepreneur's participative leadership style and task conflict on innovation and significant three-way interactive effect between entrepreneur's goal orientation, participative leadership style and task conflict on innovation in small business. Results showed the relationship between task conflict and innovation is strongest in a small business of which the entrepreneur adopts a participative leadership style and the primary goal is growth and profit. Both the theoretical and practical implications of the results are discussed.

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3

Chang, Yi-Ying, Ian Hodgkinson, Paul Hughes, and Che-Yuan Chang. "The mediation between participative leadership and employee exploratory innovation." Leadership & Organization Development Journal 40, no. 3 (May 13, 2019): 334–55. http://dx.doi.org/10.1108/lodj-07-2018-0245.

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Purpose The purpose of this paper is to examine the role of intermediate knowledge mechanisms on the participative leadership–employee exploratory innovation relationship using a distal mediation model. Design/methodology/approach Deploying a time-lagged questionnaire method implemented over four business quarters, data are generated from 1,600 responses in R&D units of Taiwanese technology firms. Findings The structural equation modeling results reveal that participative leadership is positively related to employee exploratory innovation; coworker knowledge and absorptive capacity partially mediate the relationship between participative leadership and employee exploratory innovation independently; and coworker knowledge sharing in combination with absorptive capacity partially mediates this relationship. Originality/value The findings contribute new knowledge on the relationship between participative leadership and employee exploratory innovation by uncovering intermediate knowledge mechanisms that augment this relationship.

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4

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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5

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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Brodtkorb, Kari, Ragnhild Skaar, and Åshild Slettebø. "The importance of leadership in innovation processes in nursing homes: An integrative review." Nordic Journal of Nursing Research 39, no. 3 (February 27, 2019): 127–36. http://dx.doi.org/10.1177/2057158519828140.

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The rapidly growing number of older people with increasingly complex needs places pressure on quality of care and thereby presents a need for innovation in nursing homes. The aim of this review was to provide a comprehensive overview of the current state of evidence for the importance of leadership in innovation processes in nursing homes. A systematic search was conducted. Titles and abstracts were screened for relevance, data from full texts were extracted and reduced and quality appraisal was performed. Content analysis resulted in two categories: organizational factors associated with innovation and leadership characteristics in innovation, constructing the overall theme, ‘leadership: a key to successful innovations’. The innovations described in the included studies transform the underlying values of organizational culture. The review shows that participative, involving and innovative leadership is the key to success in innovation processes.

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Grabow, Niels, Volkmar Senz, and Klaus-Peter Schmitz. "Cardiovascular, ophthalmologic and otolaryngologic medical device innovations – Progress report 2021 from the Twenty20 consortium RESPONSE." Current Directions in Biomedical Engineering 7, no. 2 (October 1, 2021): 711–12. http://dx.doi.org/10.1515/cdbme-2021-2181.

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Abstract The coordinated research project “RESPONSE - Partnership for Innovation in Implant Technology”, which is one of ten BMBF-funded research consortia within the program “Twenty20 - Partnership for Innovation”, is active in the field of medical device innovation. The consortium is currently in the process of unfolding its transfer phase. This involves a portfolio of key innovations for novel medical devices, technologies and processes. Also, RESPONSE is aiming at participative technology development, integrating perspectives of patients, developers, as well as systems and innovation researchers. Particular challenges are arising from the current re-prioritization and re-scheduling of project roadmaps in order to manage and alleviate the effects of the corona crisis.

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8

Nicholson, Kirstie. "Collaborative, Creative, Participative: Trends in Public Library Innovation." Public Library Quarterly 38, no. 3 (January 30, 2019): 331–47. http://dx.doi.org/10.1080/01616846.2019.1571399.

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Kesting, Peter, John Parm Ulhøi, Lynda Jiwen Song, and Hongyi Niu. "The impact of leadership styles on innovation - a review." Journal of Innovation Management 3, no. 4 (January 24, 2016): 22–41. http://dx.doi.org/10.24840/2183-0606_003.004_0004.

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This paper reviews the insights that research offers on the impact of different leadership styles on innovation. To do so, we develop a framework, structuring research insights into four dimensions: people, means, effects, and goals/outcomes for innovations. Based on this framework, we review publications on: directive and participative leadership, interactive leadership, charismatic leadership, transformational leadership, transactional & instrumental leadership, strategic & CEO leadership, and shared & distributed leadership. We find strong indications that different innovation stages and types raise different demands on leadership. Against this background, transformational leadership is not the only style to lead innovations, but different leadership styles fit differently well with different innovation types and stages. However, the specification of this fit is still very incomplete and the answer to the question of how to lead innovations remains sketchy. In result of the review of this paper we map existing insights and research needs.

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10

Garud, Raghu, and Arvind Karunakaran. "Process-based ideology of participative experimentation to foster identity-challenging innovations: The case of Gmail and AdSense." Strategic Organization 16, no. 3 (June 14, 2017): 273–303. http://dx.doi.org/10.1177/1476127017708583.

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Prior research has examined how organizational identity can enable and constrain innovations. A complementary literature has examined organizational ideology as the basis for actions driving identity-enhancing innovations. We examine how organizational ideology can serve as the basis for identity-challenging innovations through an in-depth study of the emergence of two innovations at Google—Gmail and AdSense. Findings from this study highlight a process-based ideology of participative experimentation. We explicate the constituent elements of this process-based ideology, and discuss its implications for research on innovation and identity.

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11

Deslée, Carine, and Oussama Ammar. "Transforming SNCF’s business model through the evolution of participative innovation routine." European Business Review 28, no. 4 (June 13, 2016): 467–85. http://dx.doi.org/10.1108/ebr-03-2015-0024.

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Purpose Many barriers prevent firms from changing their business models. Inertia, as it accumulates over time, transforms into organizational routines that doom change; however, it can also be a source of organizational flexibility. How does a business model evolve in interaction with organizational routines? This paper aims to study the interactions between forms of participative innovation (PI) and existing business models. Design/methodology/approach The exploratory approach includes interviews, participant and non-participant observations and archive analysis. It adapts an existing framework, based on the notion of scripts, to the evolutionary dynamic of organizational routines at the French railway company SNCF. The analysis of a set of contextual elements clarifies events over time and interactions between PI and the company’s business model. Findings The empirical insights indicate how existing routines can help reinvent business models. Business model components evolve along the transformation phases of PI. The case reveals co-evolutionary dynamics: evolution of the organizational routine from bureaucratic suggestion, to structured innovation, to PI leads to the transformation of the business model from functionalist, to customer-centric, to open business model. Practical implications Firm managers can think more proactively about how to reinvent established business models by innovating their existing routines, according to the position and role of routines, shifting from sources of rigidity and inertia to levers for innovation and change. Originality/value The business model concept serves as a prism of analysis for organizational routines. Organizational routines are sources of flexibility, strategic renewal and business model reinvention.

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12

Tung, Feng-Cheng, and Tsu-Wei Yu. "Does innovation leadership enhance creativity in high-tech industries?" Leadership & Organization Development Journal 37, no. 5 (July 4, 2016): 579–92. http://dx.doi.org/10.1108/lodj-09-2014-0170.

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Purpose – The purpose of this paper is to develop a greater understanding of the effect of innovation leadership (participative, supportive, and instrumental) on supervisory-rated employee creativity through greater employee regulatory focus (i.e. promotion and prevention). Design/methodology/approach – Data were collected from dyads of 103 employees and employee supervisors working in Taiwan’s high-tech industry. A structural equation modelling approach was used to examine the relationship posited in this study. Findings – Results reveal that both participative and supportive leadership are positively associated with the creativity of supervisory-rated subordinates when those subordinates adopted a focus on promotion. The data also show that these relationships are partially mediated by employee promotion focus. At the same time, the positive relationship between instrumental leadership and employee creativity is fully mediated by employee prevention focus. Originality/value – The results of this study show that participative and supportive leaders cultivate employee promotion focus, which then enhances employee creativity. Instrumental leaders will induce employee prevention focus, which also enhances employee creativity. These findings imply that when enhancing employee creativity, employees with a promotion focus are more suited to participative and supportive leaders, while employees who do not have a promotion focus may be more suited to leaders who provide these employees with specific instructions on the rules, regulations, and procedures to follow to accomplish given tasks and common goals.

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13

Turulja, Lejla, Amra Kožo, Emir Kurtić, and Mirjana Pejić Bach. "HRM Practices and Organizational Performance: Mediation Effect of Innovation." South East European Journal of Economics and Business 18, no. 1 (June 1, 2023): 85–99. http://dx.doi.org/10.2478/jeb-2023-0007.

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Abstract The main aim of this study is to explore the mediating effect of innovation in the relationship between human resource management (HRM) practices and organizational performance. HRM practices are observed through selective hiring, training, participative decision-making, and rewarding. Innovation is conceptualized over behavioral, product, process, and market innovation. The study relies upon the principles of social exchange theory and resource-based theory. Data were collected from 408 managers in an emerging economy context. The proposed conceptual model is evaluated with structural equation modeling using Lisrel 8.8 and SPSS 22. Study findings suggest that innovation influences the relationship between selective hiring, training, and participative decision-making and organizational performance. However, no mediating effect of innovation was found in a relationship between rewarding and organizational business performances. Since human resources and innovation are among the leading sources for building competitive advantage for companies, the study findings contribute to HRM and innovation.

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14

Christopoulos, Tania Pereira, and Reinhold Steinbeck. "Institutionalising the learning process through innovation and participative practices." International Journal of Innovation and Learning 19, no. 2 (2016): 188. http://dx.doi.org/10.1504/ijil.2016.074474.

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Samsu, Samsu, and Rusmini Rusmini. "The Influence of Principals’ Leadership Styles on School Innovation in Jambi (Case Study in Several Senior High Schools in Jambi)." Al-Ta lim Journal 23, no. 1 (February 20, 2016): 52–64. http://dx.doi.org/10.15548/jt.v23i1.154.

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School leadership styles that affect school innovation is essential to bring schools’ changes. This study aimed to determine school leadership styles and its effect on school innovation at the senior high school level in Jambi city. This study uses ten leadership styles, they are participative, laissez faire, authoritarian, democratic, charismatic, transformational, situational, trust, grid, and three-dimensional leaderships. The framework of the research are developed by associating ten leadership styles with school innovations including (1) the principal's role in doing innovation in the schools, (2) the forms of innovation implemented in the areas of academic achievement, (3) the form of innovations carried out in the field sports and (4) the form of innovations implemented in the institutional field, and (5) the forms of innovation undertaken in the field of school’ culture. There are 32 teachers and 32 principals were taken as samples. This study used mixed methods research. Data were analyzed using mean, standard deviation, and correlation. The results showed that the overall principal's leadership style is not sufficient to affect senior high school innovation in Jambi city, this is evidenced by there are only three of those ten leadership styles have positive relationship when they are doing school’s innovations in Jambi city. Thus, the principals should give attention to all the leadership styles to do innovation at senior high school in Jambi city to improve the quality of schools.

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KARBASI, BAHRAM JABBARZADEH, and HOSSEIN RAHMANSERESHT. "PARTICIPATIVE STRATEGIC PLANNING AND INNOVATION CAPABILITY: MODERATING ROLE OF IDEATION STRATEGY." International Journal of Innovation Management 24, no. 07 (October 31, 2019): 2050066. http://dx.doi.org/10.1142/s1363919620500668.

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Enriching the limited knowledge and research on linkage between strategic management, human resource and innovation in developing economies, this paper focuses on the role of participative strategic planning (PSP), promotion focus and flexible role orientation (FRO) on innovation capability in Iranian SMEs. Furthermore, the moderating role of ideation strategy will be investigated. A total of 252 samples were collected from Iranian SME managers and employees in the different sectors through a quantitative method. A questionnaire was used for the data collection, and AMOS-SEM was employed for data analysis. The results indicate that PSP has a positive and significant impact on promotion focus, FRO, and innovation capability. In addition, it is shown that ideation strategy moderates the impact of promotion focus and FRO on innovation capabilities. Given the positive impact of PSP on promotion focus, FRO, and innovation capability, it is suggested that SME’s top managers use staff and managers with different levels in strategic planning processes and long-term organisation goals.

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Hurley, Robert F., and G. Tomas M. Hult. "Innovation, Market Orientation, and Organizational Learning: An Integration and Empirical Examination." Journal of Marketing 62, no. 3 (July 1998): 42–54. http://dx.doi.org/10.1177/002224299806200303.

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Research on market orientation and organizational learning addresses how organizations adapt to their environments and develop competitive advantage. A significant void exists in current models of market orientation because none of the frameworks incorporates constructs related to innovation. The authors present a conceptual framework for incorporating constructs that pertain to innovation in market orientation research. Some of the critical relationships in this conceptual framework are tested among a sample of 9648 employees from 56 organizations in a large agency of the U.S. federal government. The results indicate that higher levels of innovativeness in the firms’ culture are associated with a greater capacity for adaptation and innovation (number of innovations successfully implemented). In addition, higher levels of innovativeness are associated with cultures that emphasize learning, development, and participative decision making. The authors make recommendations for incorporating constructs related to innovation into research on market orientation and organizational learning.

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Myeong, Seunghwan, and Syed Asad Abbas Bokhari. "Building Participative E-Governance in Smart Cities: Moderating Role of Institutional and Technological Innovation." Sustainability 15, no. 20 (October 19, 2023): 15075. http://dx.doi.org/10.3390/su152015075.

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The successful implementation of institutional and technological innovation is critical for the effective execution of e-governance in smart cities. This study examines the inherent complexity associated with institutional and technological innovation in the context of smart cities. The capability of a municipality to cultivate innovation is significantly dependent on the implementation of its technological infrastructure and institutional competence. This study aims to contribute to the existing literature on the relationship between e-governance in smart cities and stakeholder satisfaction. It highlights that institutional and technological innovation could mediate these interactions. Data were collected by administering a questionnaire to a sample of 589 individuals from the Republic of Korea and Pakistan to develop multiple regression models. This study employs stakeholder and innovation theories to investigate the relationship between e-governance and stakeholder satisfaction, emphasizing the moderating effects of institutional and technological innovation. The linear multiple regression analysis findings indicate that e-governance, institutional innovation, and technological factors statistically influence stakeholder satisfaction. It was also discovered that the presence of institutional and technological innovation moderates the association between e-governance and stakeholder satisfaction.

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19

Sabirov, Askadula, Askadula Sabirov, Marija Troyanskaya, Elena Ryabova, and Svetlana Salimova. "Implementing a conceptual model of participative management into an integrated e-learning system." World Journal on Educational Technology: Current Issues 14, no. 1 (January 31, 2022): 255–67. http://dx.doi.org/10.18844/wjet.v14i1.6723.

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The paper aims at determining the principles of participative management and the nuances of their implementation into integrated e-learning, which complements the traditional forms of education in emergencies, such as the COVID-19 pandemic. The research uses a semi-structured questionnaire adapted from Dashkova for the education sphere and developed with the consideration of participative management principles. The survey involved 289 students and 293 university teachers. The study found that participative management is the best approach to integrating e-learning into the education process.. It ensures effective communication contributing to the uniting of objectives of all participants by expanding their engagement in the management of the education process. Assessment and recognition of participative management in university may be one realistic scenario for more rapid adaptation and effective implementation of diverse learning trajectories. Keywords: e learning, education, governance, integrated education system, participation, student-centered learning transformation.

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Odoardi, Carlo, Adalgisa Battistelli, Francesco Montani, and José M. Peiró. "Affective Commitment, Participative Leadership, and Employee Innovation: A Multilevel Investigation." Revista de Psicología del Trabajo y de las Organizaciones 35, no. 2 (2019): 103–13. http://dx.doi.org/10.5093/jwop2019a12.

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21

Héraud, Jean-Alain, and René Kahn. "Recherche et innovation." Innovations N° 72, no. 3 (August 29, 2023): 181–207. http://dx.doi.org/10.3917/inno.pr2.0154.

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Deux moteurs essentiels de notre société, la recherche scientifique et l’innovation commerciale, sont concernés par des formes nouvelles d’exigence éthique. La prise de conscience massive par les citoyens des limites de notre fragile biosphère constitue un des éléments clés de cette exigence. La littérature suggère d’aller vers une recherche plus éthique et une innovation plus responsable. Cela soulève d’importants problèmes à la fois théoriques et pratiques, ces deux domaines s’étant historiquement construits en autonomie vis-à-vis de la morale traditionnelle. Ils sont en conséquence peu perméables aux impératifs philosophiques. Il reste une asymétrie entre les deux dans la capacité à réincorporer de l’éthique. L’innovation citoyenne et responsable semble plus difficile à concrétiser que la recherche responsable et participative. Nous concluons, pour ce qui est de l’innovation, que la solution passe plus par une évolution culturelle générale que par des mesures légales, administratives ou incitatives. Codes JEL : B41, B52, O31, O33

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Montambeault, Françoise. "Innovation démocratique ou continuité des pratiques ? Le cas du PRD et des conseils de participation citoyenne à Nezahualcóyotl1." Articles 30, no. 2 (March 12, 2012): 93–122. http://dx.doi.org/10.7202/1008313ar.

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Cet article s’intéresse à la relation entre la présence de mécanismes formels de participation citoyenne et la nature des relations État-société dans le contexte du processus de démocratisation mexicain, par le biais de l’étude des comités de participation citoyenne (COPACI) mise en place en 1996 par le Parti de la révolution démocratique (PRD) à Nezahualcóyotl, dans l’État du Mexique. S’inscrivant au coeur des débats théoriques actuels sur la démocratie participative et associative, il démontre que postuler de l’existence d’un lien direct et de facto entre innovation institutionnelle participative et démocratisation s’avère, dans les faits, problématique. Bien que l’existence de mécanismes institutionnels favorisant la participation citoyenne soit une condition nécessaire à la revitalisation de la société civile et de ses relations avec le pouvoir politique au niveau local, elle n’est pas suffisante pour la garantir en pratique, comme le suggère le cas de Nezahualcóyotl. L’analyse qualitative des dynamiques de mobilisation et de la nature de la participation citoyenne au sein des COPACI fait ressortir que, contrairement à l’idée véhiculée dans les discours officiels du PRD, l’impact de leur institution par le PRD sur les relations État-société et, plus largement, sur la qualité de la gouvernance démocratique municipale, n’a pas été à la hauteur des attentes. Alors que les COPACI devaient, en théorie, devenir des véhicules de démocratisation en permettant le développement d’une participation autonome des acteurs collectifs à la gouvernance municipale, l’expérience démontre qu’ils ont plutôt été utilisés par les leaders des différents partis et leurs alliés de manière informelle comme un outil de contrôle social, contribuant à alimenter et à réinventer les pratiques clientélistes et antidémocratiques héritées du régime du PRI et originellement dénoncées par le PRD.

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Sarmah, Bijoylaxmi, and Zillur Rahman. "Customer co-creation in hotel service innovation." Benchmarking: An International Journal 25, no. 1 (February 5, 2018): 297–318. http://dx.doi.org/10.1108/bij-09-2016-0145.

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Purpose With increased competition in service sector due to dynamic nature of customers’ taste and preferences, service providers have realized the importance of co-creating with customers across various stages of new service development. Co-creating with customers require a focused attention on the psychological variables that influence customers to participate in developing a new service. However, availability of scant literature creates difficulty in comprehending co-creative hotel service innovation practices, especially in developing country like India. The purpose of this paper is to explore the inter-relationships among the customer participation in hotel service innovation variables with the help of interpretive structural modeling (ISM) approach. Design/methodology/approach ISM approach is used to determine the direction of customer participation and categorization of psychological variables with their driving and dependence power. Identification of related variables was done through a review of literature initially and arrived at a common consensus through brainstorming sessions with academicians and hotel industry experts. Findings The results indicate that a few variables possess higher driving power that include: consumer innovativeness, customer participative behavior, customer socialization, willingness to co-create, role clarity, customer ability and their interlinking. Thus, the research contributes in the development of relationship among various identified variables of customer participation in service innovation (CPSI) using ISM. Research limitations/implications This study suggests that hoteliers should co-create with customers to develop new services by understanding their psychological variables that play a crucial role determining their active participation in new hotel service offerings. Practical implications This study suggests that hoteliers should co-create with customers to develop new services by understanding the enablers of customer participation in co-creative hotel service innovation. Hoteliers can have hierarchical map of their customers for co-creating at different stages of service innovation or can segregate the variables as per their driving and dependence power for enhanced applicability of the variables. Further, the observed inter-relationships among the CPSI variables can guide the managers in planning and implementing identified relationships for successful implementation of co-creative service innovation. Originality/value To the best of the authors’ knowledge this study is the first to provide an integrated model using ISM and Matrix Impact Cross-Reference Multiplication Applied to a Classification (MICMAC) analysis with a goal to identify and classify various key enablers of customer participation in co-creative hotel service innovation in India. The authors believe that this study will enhance the understanding of the psychological factors influencing customer-firm co-creative service innovation activities and help the academicians and industry practitioners to select right enablers for customer participation in co-creative hotel service innovation. Thus, this study will be the foundation for studying co-creative service innovation using the ISM and MICMAC approaches.

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de Guise, J. A. "KneeKG: A Canadian example of participative innovation in orthopaedic functional evaluation." Annals of Physical and Rehabilitation Medicine 58 (September 2015): e52. http://dx.doi.org/10.1016/j.rehab.2015.07.128.

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25

Freshwater, Dawn. "Globalisation and innovation: Nursing’s role in creating a participative knowledge economy." NT Research 9, no. 4 (July 2004): 240–42. http://dx.doi.org/10.1177/136140960400900401.

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26

Sherovska, Gjorgjina Gina. "Impact of participative leadership on employee innovation behaviour in multinational enterprises." Mednarodno inovativno poslovanje = Journal of Innovative Business and Management 15, no. 1 (July 14, 2023): 1–9. http://dx.doi.org/10.32015/jibm.2023.15.1.9.

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Examining the behaviour of organizational leaders across all levels is essential for the organization's growth. In the context of multinational organizations, the purpose of this research is to examine the connection between participatory leadership and innovative employee behaviour as well as the moderating role of workplace culture in this relationship. 96 employees and their immediate supervisors from different industries were asked to participate in this study which were employed by multinational corporations via filling a questionnaire. SPSS was utilized to answer the research question and investigate the interactions. Despite the dominant autocratic management style in the North Macedonian business sector, leadership is considered a major asset in today's ever-changing environment. The findings suggest, when institutional complexity is high, it may be more difficult to adopt a participatory approach due to a greater gap between leaders and those below them. This study provides new insight into the existing literature on the topic. One of the practical contributions provided by this research is the examining how participatory leadership affects employees' creative behaviour and the moderating role of workplace culture in this relationship, the study also aims to offer new knowledge to the corpus of existing research, as well as to contribute to the knowledge of leadership and innovative employee behaviour in MNEs.

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Dzvinchuk, Dmytro, Mariana Orliv, Brigita Janiunaite, and Victor Petrenko. "Creating innovative design labs for the public sector: A case for institutional capacity building in the regions of Ukraine." Problems and Perspectives in Management 19, no. 2 (June 21, 2021): 320–32. http://dx.doi.org/10.21511/ppm.19(2).2021.26.

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Innovative design labs were created by public authorities of the USA, Australia, Singapore, Finland, Canada, the UK, Switzerland, Denmark, China, and other countries to accelerate changes and develop modern public service. This paper provides further insight to establishing external innovation accelerators for strengthening capacity of public institutions. The study aims to define the development opportunities for innovative design labs for the public sector in Ukraine’s regions by the case of the Laboratory of Intellectual Development for Empowering Regions (LIDER). The study was conducted at two stages: (1) exploring the features of innovation implementation in the public sector and outlining the main problems of innovation capacity of public institutions; (2) defining the development opportunities for the LIDER via SWOT-analysis. To substantiate the study results, the correlation analysis between autocratic, bureaucratic, competitive, self-protective, and participative leadership behaviors of CEOs and innovation index based on data from 18 countries was performed, as well as a survey of 195 public servants of the Ministry of Justice of Ukraine and an interview of 9 experts were conducted. The following key development opportunities for the LIDER were detected: promoting the introduction of incremental innovations in public institutions by using design thinking methodology; assisting the development of pro-innovative culture and participative leadership via individual-centric and system-oriented approaches; developing effective tools for performance management and supporting public institutions in project activity; organizing the competitions for regional innovative projects; assisting in creation of radically human systems in public institutions. AcknowledgmentThe paper was prepared within the framework of the joint Ukrainian-Lithuanian R&amp;D project “Competence Development of Lithuanian and Ukrainian Public Sector Employees Using Design-Thinking Methodology”.The project has received funding from the Research Council of Lithuania (LMTLT, agreement № S-LU-20-5) and the Ministry of Education and Science of Ukraine (agreement № М/31-2020).

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Rabadjieva, Maria, and Judith Terstriep. "Ambition Meets Reality: Mission-Oriented Innovation Policy as a Driver for Participative Governance." Sustainability 13, no. 1 (December 29, 2020): 231. http://dx.doi.org/10.3390/su13010231.

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As a response to the grand societal challenges reflected in the United Nations Sustainable Development Goals (SDGs), the transition towards sustainability has gained momentum in recent years, as has the debate on mission-orientation in innovation policy. Harnessing the positive transformation potential for innovation, is about collaboratively exploring complex and uncertain pathways, especially when the goal is sustainable local economic development. Nevertheless, the demand for participatory approaches posed by the re-emergence of mission-orientated innovation policy, and the conditions for their successful implementation at the local level, particularly in the framework of economic development, are poorly understood and not yet in the focus of the current debate. This article conceptualises participation as a new mode of governance for sustainable local economic development, and links it to mission-orientation in innovation policy. We differentiate forms, degree of involvement and target groups, as well as highlight the underlying rationales and modes of interactions. Based on action-research carried out over three years in the city of Bottrop, Germany, we conceptualise an ideal-typical practice of participatory governance. Our findings show that firms are willing to participate in sustainable local economic development, only if they can internalise at least part of the value-added.

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Перевозчикова, Наталия, Nataliya Perevozchikova, Диана Багдасарова, and Diana Bagdasarova. "Management of Innovative Activity Motivation of Personnel in Modern Higher Educational Institutions." Bulletin of Kemerovo State University. Series: Political, Sociological and Economic sciences 2019, no. 1 (April 18, 2019): 122–27. http://dx.doi.org/10.21603/2500-3372-2019-4-1-122-127.

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The present research features the topical problems of innovative activity motivation of the personnel of higher educational institutions to determine various ways to increase innovation activity. The authors analyzed the categories of motivation and innovation potentials, i.e. their characteristics and importance for the implementation and introduction of innovations in the sphere of highly intellectual teaching. The paper describes some specific methods that could increase the innovative activity motivation in higher education institutions, e.g. economic methods of motivation, the method of management by objectives, the method of participative management, and the method of job enrichment. These methods of motivation allow the management of higher educational institutions to stimulate their employees to raise the level of their innovative-active behavior and to maximize the realization of the innovative potential of employees in order to achieve the goals of the organization and personal goals.

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Arora, Balwinder. "Participative Management or Managed Participation the Case of India." Economic and Industrial Democracy 13, no. 2 (May 1992): 263–72. http://dx.doi.org/10.1177/0143831x92132006.

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Auch, Eckhard, and Jürgen Pretzsch. "Participative Innovation Platforms (PIP) for Upgrading NTFP Value Chains in East Africa." Small-scale Forestry 19, no. 4 (September 26, 2020): 419–38. http://dx.doi.org/10.1007/s11842-020-09442-9.

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Abstract Improving forest product value chains is considered a means to solve forest-related challenges in the Global South. The ‘Participative Innovation Platform’ (PIP) instrument has been developed to design and to continually adapt solutions and strategies for effective cooperation amongst value chain actors. The instrument is rooted in the action-oriented and social learning approach, combined with the concept of innovation systems. This paper presents findings from three PIPs conducted for upgrading non-timber forest product value chains in Ethiopia (bamboo, natural gums) and Sudan (gum Arabic). A comparative analysis of highest ranked contents revealed similarities in the challenges: lack of government support, poor infrastructure, producers’ lack of knowledge and skills, and lack of market information. Priority upgrading measures focused on producers’ knowledge, skills, and capacity to engage in collective action and to lobby interests, and on capital resources to invest in processing technology. It is concluded that although the PIP instrument presents an innovative way to upgrade forest-based value chains, the instrument requires a long-term process with frequently held platform meetings, conducted by neutral institutions with skilled moderators. Crucial in this process is the need to consistently verify and ensure that all actor groups of the chain are represented, and are confident they will derive benefits from the value chain upgrading.

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Rossberger, Robert J., and Diana E. Krause. "Participative and Team-Oriented Leadership Styles, Countries’ Education Level, and National Innovation." Cross-Cultural Research 49, no. 1 (May 18, 2014): 20–56. http://dx.doi.org/10.1177/1069397114534825.

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Peltokorpi, Vesa, and Mervi Hasu. "How Participative Safety Matters More in Team Innovation as Team Size Increases." Journal of Business and Psychology 29, no. 1 (April 2, 2013): 37–45. http://dx.doi.org/10.1007/s10869-013-9301-1.

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BEN ARFI, Wissal, Jean-Michel SAHUT, Lubica HIKKEROVA, and Eric BRAUNE. "Virtual teams and knowledge sharing via digital platforms: evidence from an inter-organizational network context." Management international 27, no. 6 (2023): 18–31. http://dx.doi.org/10.59876/a-n1ve-zm1e.

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In the context of open innovation, we study the conversion of groups' tacit knowledge, in order to achieve effective virtuality between members of cross-firm teams and optimize innovative projects through three cases of international platforms. The results show that virtual teams succeed in sharing knowledge through digital platforms thanks to communication, integration, an innovative corporate culture at the micro level, a participative approach, transformative leadership and transparency at the meso level, as well as participative governance, long-term commitment and a shared common strategy at the macro level.

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Gilberg, Jay. "Managerial Attitudes toward Participative Management Programs: Myths and Reality." Public Personnel Management 17, no. 2 (June 1988): 109–23. http://dx.doi.org/10.1177/009102608801700202.

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Renewed scholarly interest in forms of participative management links theories of employee motivation with job design and organizational change. Of the various obstacles to initiation and implementation of employee involvement plans the managerial barrier, rather than employee, structural, or situational barriers, is the primary concern here. To empirically analyze managerial attitudes toward participative management programs a questionnaire instrument was developed and distributed to managers in four large organizations, netting a sample of over 200 managerial respondents. The findings of the study indicate that: (1) there is a “participation gap” in 13 of 15 practices surveyed where managers would prefer more participation than currently exists and; (2) managers who use participatory techniques overwhelmingly find that they have a favorable impact on employee performance and employee attitudes at work. The implications of the findings are that there is a high degree of interest in participative management and in most cases the actual and perceived benefits outweigh the drawbacks in the view of managerial personnel.

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Fatoki, Olawale. "The role of perceived organisational support and leader humor in participative leadership and innovative work behaviour in small firms." International Journal of Management and Sustainability 12, no. 3 (November 22, 2023): 474–87. http://dx.doi.org/10.18488/11.v12i3.3524.

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The objective of this study was to investigate the impact of participatory leadership on the work behaviour of employees in small enterprises, specifically focusing on their level of innovation. Furthermore, the present study sought to examine the mediating effect of perceived organizational support and the moderating effect of leader humor. The study utilized a quantitative research design. The researchers utilized a cross-sectional survey methodology in order to collect data. The study utilized a non-probability sampling methodology. Small-scale business employees made up the study's participants. The hypotheses of the study were tested using the Partial Least Square Structural Equation modelling (PLS SEM). The findings indicated that participative leadership is positively related to employee IWB. The mediating effect of perceived organizational support in the relationship between participative leadership and innovative work behaviour is significant. The study's theoretical implication is around the development of a model that illustrates the impact of perceived organizational support and leader humor on the connection between participative leadership and employee innovative work behaviour. The study's findings contribute to the comprehension of the various aspects that can impact the association between participatory leadership and innovative work behaviour exhibited by employees. Practical implications include the attendance of training on leadership and innovation by owners/managers and employees of small firms.

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Poutsma, Erik, John Hendrickx, and Fred Huijgen. "Employee Participation in Europe: In Search of the Participative Workplace." Economic and Industrial Democracy 24, no. 1 (February 2003): 45–76. http://dx.doi.org/10.1177/0143831x03024001599.

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Wathanga, Joshua. "EFFECT OF PARTICIPATIVE GOVERNANCE AND HUMAN CAPITAL ON THE ORGANIZATIONAL PERFORMANCE OF DAIRY CO-OPERATIVES IN KENYA." American Journal of Leadership and Governance 1, no. 2 (October 13, 2017): 1–16. http://dx.doi.org/10.47672/ajlg.302.

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Purpose: The purpose of this study was to investigate the effect of participative governance and human capital on the organizational performance of dairy co-operatives in Kenya.Methodology: The study adopted the positivist research philosophy and descriptive correlational research design. The population of the study consisted of 198 executive directors/managers of active dairy co-operatives in eight counties in the Mt. Kenya region. A sample size of 184 was drawn using stratified random sampling, and data was collected using self-administered questionnaires. The data was then analyzed using descriptive statistics of frequency, mean, and standard deviation. Additionally, inferential data analysis methods of Pearson’s correlation, ANOVA, and multiple linear regression were used to test the hypotheses.Results: The results of multiple regression showed that market orientation significantly predicted revenue per customer, b = 1.64, t(141) = 7.66, p < .05; ROA, b = 2.14, t(141) = 5.9, p < .05; and product innovation, b =1.89, t(141) = 5.77, p < .05. Participative governance was not significant in explaining revenue per customer, return on assets, and product innovation. Although the results of multiple regression analysis showed that human capital was not significant in explaining revenue per customer or ROA, it significantly affected product innovation, b = .94, t(141) = 2.01, p <.05. In addition, the regression indicated that revenue per customer explained 49.7% of the variance, (R2 = .497, F(5, 125) = 20.10, p < .05, while ROA explained 29.4 %, (R2 = .294, F(5, 123) = 9.06, p < .05, and product innovation explained 41.2%, (R2 = 0.412, F(5, 124) = 15.18, p < .05.Unique contribution to theory, practice and policy: This study contributes to theory of corporate governance by using stewardship theory to underpin research into organizational performance of a member-based agricultural enterprise. The study contributes to practice by suggesting that participation of members and shareholders in organizations may have other benefits, including non-economic ones, but enhancing organizational performance may not be one of them. In terms of policy, the study suggests that dairy co-operatives should put emphasis on acquiring employees with requisite knowledge and skills or their performance may be hamstrung by inadequate intellectual capital to facilitate their innovation and performance.

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Lam, Long, Phuong Nguyen, Nga Le, and Khoa Tran. "The Relation among Organizational Culture, Knowledge Management, and Innovation Capability: Its Implication for Open Innovation." Journal of Open Innovation: Technology, Market, and Complexity 7, no. 1 (February 20, 2021): 66. http://dx.doi.org/10.3390/joitmc7010066.

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It is widely acknowledged that enhancing innovation capability is an inevitable requirement for the survival and sustainable growth of firms operating in the information technology sector. Therefore, this study was conducted to explore the relationship among organizational culture, knowledge management and innovation capability in the open innovation environment to provide useful suggestions and recommendations for managerial practices within the high-tech industry. Primary data collected from 182 high-tech firm’s representatives were processed by using the Structural Equation Modeling approach. The results showed that knowledge management was strongly correlated with innovation capability. The positively significant relationship between organizational culture and knowledge management was also confirmed. Overall, the findings suggest that an open innovation culture of an organization in which mutual trust, collaboration and learning are promoted by supportive and participative leaders is more likely to increase the efficiency of knowledge management practices; thus, eventually lead to enhanced innovation capability of the firm.

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Dumont, Véronique, Laurence Johannsen, and Anne Rousseau. "Innovation sociale et enrôlement d’acteurs : apport d’une démarche participative de construction de tableau de bord." Économie et Solidarités 41, no. 1-2 (April 13, 2012): 28–47. http://dx.doi.org/10.7202/1008820ar.

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Cet article analyse l’apport d’une démarche participative de construction d’un tableau de bord à la structuration d’une innovation sociale, un réseau coopératif. Comment l’enrôlement des membres dans la construction collaborative d’un outil de gestion accroît-il leur implication et institutionnalise-t-il leurs relations, structurant par là même leur réseau? La première partie de cet article expose sa problématique : le processus d’émergence des réseaux et les difficultés inhérentes en termes de pilotage et d’animation. La deuxième partie décrit la méthode d’accompagnement participative au pilotage des réseaux (MAPP), conçue par le Centre de recherche public Henri Tudor dans le cadre d’une recherche-action pour répondre à cet enjeu spécifique de pilotage des réseaux. Dans une troisième partie, les auteures présentent leur cadre théorique, qu’elles mobilisent dans l’étude d’un cas, l’impact de MAPP sur un réseau associatif émergent.

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Mele, Cristina, Tiziana Russo-Spena, Marco Tregua, and Fabio Greco. "Communication practices in the diffusion of social-business innovation: Insights from B-Corporations." MERCATI & COMPETITIVITÀ, no. 4 (January 2020): 11–27. http://dx.doi.org/10.3280/mc4-2019oa9054.

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Companies innovate the value proposition by integrating social and business issues to balance value across multiple actors, thus ensuring the creation of socialbusiness value. Social-business innovation requires that multiple actors come together to align perceptions and expectations and create shared meaning for the development and diffusion of innovation. The debate on the diffusion of social-business innovation is still in its infancy. This paper focuses on the communication practices of social-business innovation, aiming to analyse this participative process through three main issues: 1) the actors to be involved; 2) the goals to be achieved; 3) the actions to be performed. Specifically, we investigate the efforts of B-Corps to address social challenges by adopting a practice-based approach.

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Hurtikova, Hana, and Michal Soukop. "Participative and Deliberative Democracy on the Local Level: How the Political Characteristics of Municipalities in the Czech Republic Relate to the Use of Selected Democratic Innovation within their Territory?" Lex localis - Journal of Local Self-Government 17, no. 2 (April 30, 2019): 369–93. http://dx.doi.org/10.4335/17.2.369-393(2019).

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Little current studies of democratic innovations have considered whether there is any connection between the political characteristics of a municipality and the higher degree of use of participative and deliberative tools within their territory. This article aims at contributing to the discussion by testing selected political indicators in the municipalities in relation to the utilisation rate of innovative tools. By using the case study of local territory within the Czech Republic during the election period of 2014–2018, the article uses unique data from the municipalities with extended powers to track common features of participative municipalities, e-municipalities, and transparent municipalities, and reveals the substantial positive effects of intergenerational renewal in the representative bodies and strong financial capital. Paper contributes to the discourse on democratic innovations by focusing on unexplored area, thanks to which participative and deliberative tools could become a normal part of the decision-making process on a local level.

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Anjum, Allah Wasaya, Riffat un Nisa Awan, and Muhammad Zulqarnain. "Head’s Leadership Styles and Effectiveness of School Teams: Exploring the Role of Motivational Mechanisms." Journal of Research in Social Sciences 9, no. 1 (March 24, 2021): 1–20. http://dx.doi.org/10.52015/jrss.9i1.92.

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The literature reveals that participative leadership style (PLS) is overwhelmingly advantageous over the contrasting directive leadership style (DLS). Therefore, the key objective of this study was to find out the relative effect of a PL style as compared to a DL style on the motivational mechanism (organizational commitment and empowerment) and effectiveness (innovation and in-role performance) of school staff teams. However, the mediating role of motivational mechanism in the relationship between school heads’ leadership styles and effectiveness of school staff teams had also been studied. The data were collected through a questionnaire based cross-sectional survey. The data were collected from the 402 teachers working in 80 academic teams. The SEM results revealed that DLS was significantly related to teams’ in-role performance and organizational commitment. While, PLS was significantly related to in-role performance, team’s innovation, organizational commitment and personal empowerment. Teachers’ personal empowerment partially mediated the relationship between heads’ PLS and team innovation. But, organizational commitment fully mediated the relationship between heads’ PLS and teams’ in-role performance. However, organizational commitment partially mediated the relationship between heads’ DLS and teams’ in-role performance. It is suggested that heads might concurrently combine participative and directive leadership behaviors to make their school teams more effective.

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Odoardi, Carlo, Francesco Montani, Jean-Sébastien Boudrias, and Adalgisa Battistelli. "Linking managerial practices and leadership style to innovative work behavior." Leadership & Organization Development Journal 36, no. 5 (July 6, 2015): 545–69. http://dx.doi.org/10.1108/lodj-10-2013-0131.

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Purpose – The purpose of this paper is to propose and test a theoretical model linking individual perceptions of participative leadership style and managerial practices (i.e. teamwork and information sharing) to individual innovative behavior through the mediating mechanisms of: perceptions of team support for innovation and team vision; and psychological empowerment. Design/methodology/approach – Self-report data were collected from 394 employees working in five organizations. Structural equation models were conducted to empirically test the hypothesized research model. Findings – As hypothesized, participative leadership, teamwork and information sharing positively predicted perceptions of team support for innovation and team vision, which in turn fostered psychological empowerment. The latter was further positively associated with innovative performance. Practical implications – The results of the present study inform management of the group processes (i.e. team vision and support for innovation) that can mobilize employees to engage in effective innovative activities. Importantly, the findings indicate that for such processes to be developed and nurtured, teamwork activities should be promoted within work groups, effective communication systems should be implemented throughout the organization, and participatory skills should be developed among supervisors. Originality/value – The study represents one of the first attempts to investigate the perceived group and psychological processes that can explain how managerial practices and leadership style jointly benefit employee innovative behavior.

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Mattelin-Pierrard, Caroline, Anne-Sophie Dubey, and Matthieu Battistelli. "Management innovations and social performance: What can we learn from looking at the adoption of liberation management practices?" Management international 27, no. 4 (2023): 77–91. http://dx.doi.org/10.59876/a-9f8k-mx67.

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The effects of management innovations on performance are understudied, especially with respect to social performance. Our study contributes to this debate by examining the potential benefits of adopting liberation management, a typical management innovation when it comes to addressing a social performance gap. If employee empowerment is regarded as a lever of social performance in liberated companies, the extant literature does not reach a consensus on these alleged positive effects either. Our quantitative method – a quasiexperiment comparing two units (one liberated and another non-liberated) of a French industrial company – allows us to conclude that three liberation practices can in fact have a positive effect on social performance: participative decision-making, personalised support, and right to make mistakes.

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Teglborg, Ann-Charlotte, and Anna Glaser. "Les �v�nements collaboratifs, vecteurs de�l�innovation participative dans trois grandes entreprises." Entreprendre & Innover 38, no. 3 (2018): 9. http://dx.doi.org/10.3917/entin.038.0009.

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Dokhelar, Jean, and R�mi Grau. "INOVALI, une exp�rience d�Innovation Participative � l�URSSAF Midi-Pyr�n�es." Regards N�53, no. 1 (2018): 139. http://dx.doi.org/10.3917/regar.053.0139.

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Fontan, Jean-Marc, David Longtin, and Jean-François René. "La recherche participative à l’aune de la mobilisation citoyenne." Le dossier : Recherches participatives 25, no. 2 (December 6, 2013): 125–40. http://dx.doi.org/10.7202/1020825ar.

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L’objet de cet article est d’analyser la portée de nouvelles formes de collaboration s’instaurant entre des acteurs sociaux et des chercheurs universitaires. Nous le ferons à partir d’une collaboration établie entre l’organisation Parole d’excluEs et un dispositif de recherche développé à l’Université du Québec à Montréal (UQAM) : l’Incubateur universitaire en innovation sociale. Après avoir présenté le processus ayant conduit à ce partenariat et la nature de ce dernier, l’article répondra à trois questions portant sur 1) les spécificités de la méthode de recherche-intervention développée par l’Incubateur universitaire Parole d’excluEs; 2) les formes et les limites de l’implication citoyenne dans le processus de recherche mené par l’Incubateur, et enfin; 3) l’impact de ce type de coproduction des connaissances sur les enjeux auxquels la société québécoise est confrontée pour lutter efficacement contre la pauvreté et l’exclusion.

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L'Astorina, Alba, Irene Tomasoni, Anna Basoni, and Paola Carrara. "Beyond the dissemination of Earth Observation research: stakeholders’ and users’ involvement in project co-design." Journal of Science Communication 14, no. 03 (September 29, 2015): C03. http://dx.doi.org/10.22323/2.14030303.

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Modern technology and innovation research needs to analyse and collect users’ requirements from the outset of the project’s design, according to the Responsible Research and Innovation (RRI) approach. Bringing in new services without involving end-users in the whole research process does not make for optimal results in terms of scientific, technological and economic impact. This commentary reports on research experience of stakeholder involvement and co-production in Italy, implemented in Earth Observation downstream services at regional level. It reports the participative approach and method adopted and the impacts and benefits derived.

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Stoica, Mihnea Simion. "Participatory Democracy as the Ideal Context for Social Innovation. Evidence from the European Union." Postmodern Openings 14, no. 1 (April 11, 2023): 16–25. http://dx.doi.org/10.18662/po/14.1/601.

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While innovation has evolved into a common concept for quite a few decades now, especially given the need for new forms of development that require technology transfer and creativity mechanisms, less so is the case of social innovation. The latter remains a rather controversial concept, caught between two extremes: some authors consider it to be useless for academic research given its vagueness, while others point to its sacrosanctity given the need for new ways of societal and political development. Knowledge-creation, idea generation and openness are mechanisms that any type of innovation relies upon. However, social innovation takes these concepts one step further and seeks to become a driving force for institutional change, therefore strongly linked with how liberal democracy works. The current paper aims to look at how social innovation is linked to the participative component of liberal democracy by looking at case studies from the European Union.

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