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Добірка наукової літератури з теми "Innovative culture of organization"

Автор: Grafiati

Опубліковано: 30 травня 2022

Оновлено: 31 травня 2022

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Статті в журналах з теми "Innovative culture of organization"

Zheng, Junwei, Guangdong Wu, Hongtao Xie, and Hongyang Li. "Leadership, organizational culture, and innovative behavior in construction projects." International Journal of Managing Projects in Business 12, no. 4 (December 2, 2019): 888–918. http://dx.doi.org/10.1108/ijmpb-04-2018-0068.

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Purpose The purpose of this paper is to examine the joint congruence effect of leadership styles and organizational culture on project members’ innovative behaviors in the construction projects setting. Design/methodology/approach The proposed hypotheses are tested using polynomial regression with a sample of 217 project managers and employees of different construction projects in China, and plotted through response surface analysis. Findings The results of polynomial regressions support the congruence effect hypothesis, indicating that more innovative behaviors of the project members could be elicited by a high level of congruence between transformational or transactional leadership styles and organizational culture. Furthermore, asymmetrical incongruence effects are found wherein project members with lower levels of innovative behaviors when project organizational culture is stronger as compared with when two leadership styles are at higher levels. Specifically, the condition is found under the innovation dimension of organization culture, but higher level of innovative behavior conversely displays when the harmony culture is weaker than two leadership styles. Research limitations/implications The conceptual model and hypotheses are examined by analyzing cross-sectional and self-reported data collected in China. The findings could be further examined through multi-source or longitudinal, more systematic research. Practical implications The findings highlight the pivotal role played by the value congruence of leaders-organizations in motivating employees to be innovative in project organizations. This paper provides knowledge for project managers to help them understand whether and how project members’ innovative behaviors are better motivated by the fit or misfit between the styles of leadership and project organizational cultures. Besides, this study provides the approach or direction for the project leaders training. Originality/value This study is one of the first to examine the joint effects of leadership styles and organizational culture on innovative behavior based on the person-organization fit theory and from the perspective of value congruence.

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Erlygina, E., and Yu Abramova. "Organizational Culture as a Factor of Organizational Innovativeness." Bulletin of Science and Practice 5, no. 11 (November 15, 2019): 276–79. http://dx.doi.org/10.33619/2414-2948/48/31.

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Organizational culture acts as a factor of personnel management of the organization, has a controlling influence through the system of values, principles and norms of behavior. Organizational culture as a factor of organization management, various specific innovative management methods are available. The culture of the organization promotes organizational innovation through strengthening and encouraging open communication between employees and the organization, as well as cooperative behavior among members of the organization.

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SOBOLIEVA, Tetiana, and Tetiana NEZAMEDINOVA. "WAYS OF FORMING THE INNOVATIVE CULTURE IN AN ENTERPRISE." Herald of Khmelnytskyi National University 302, no. 1 (January 2022): 74–77. http://dx.doi.org/10.31891/2307-5740-2022-302-1-12.

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The article considers the organizational culture of the enterprise as an important internal subsystem and a prerequisite for the effective implementation of its development goals. It is established that the current stage of socio-economic relations requires the intensification of innovation activities aimed at the development and implementation of innovations, both to meet the needs of consumers and to improve internal business processes. Since the innovative activity of the enterprise is largely derived from the type of organizational culture, an important task is to strengthen its innovative component. This involves the formulation and adherence to innovative values, the coverage of which should be reflected in the company’s documents, the system of motivation, transparent communication mechanisms and decisions made by management. The development of the organization’s values should include a component that recognizes innovation as a priority and an important task of the enterprise. Innovative values can be formulated in the following areas: employees; financial activities; customers and consumers; sustainable development of the organization. Conducting “innovative” holidays dedicated to the achievements in innovation, both individual employees and the entire organization, will help to “consolidate” innovative values and increase motivation. The same goal can be promoted by the development of the corporate image of the organization, style, emblem, elements of recognition among competitors, as well as the development of branded clothing for production workers. To intensify innovation, it is important for managers to understand their key role in disseminating and prioritizing innovation among the company’s tasks, establishing contact with employees, effective delegation of tasks, setting standards of conduct in the organization, personnel policy, and system of material and non-material incentives.

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Sudarnice, Sudarnice. "Increasing Innovative Performance through Organization Culture, Work Satisfaction and Organization Commitments." Integrated Journal of Business and Economics 4, no. 1 (January 18, 2020): 88. http://dx.doi.org/10.33019/ijbe.v4i1.251.

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This research was conducted to measure innovative performance of teachers at the State Vocational High School Kolaka, Kolaka District, Southeast Sulawesi Province. Variables used in this study are organizational culture, job satisfaction, organization commitment and innovative performance. Organization culture, job satisfaction as an independent variable in analyzing organization commitment variables. While other variables namely innovative performance as the dependent variable. Sampling technique in this study was to use a census method with a total of 98 respondents, while those collected were 82 questionnaires. Data analysis in this study uses smart PLS (Partial Least Square). Finding of this study found that organizational culture and job satisfaction have positive relationship on organization commitment. Moreover, organization culture, job satisfaction, and organizational commitment have positive relationship toward innovative performance.

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Matriano, Maria Teresa. "Innovative Environment Within Organization’s Structure- Case of Oman." Advances in Social Sciences Research Journal 8, no. 7 (July 30, 2021): 310–16. http://dx.doi.org/10.14738/assrj.87.10516.

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In today’s age of modernization, the concept of innovation is considered as one of the key factors for organizational growth. At the same time, organizations are expected to adapt culture and environment where innovation can continue to develop. It requires a coordinated efforts by different actors in organization in making sure that the activities and integration process meets the conditions for an effective application. In order to put together the various moving parts of an innovation integration, the organization also needs to evaluate its structure in order to ensure that the activities entailed in the innovation process are not interrupted by organizational bureaucracy. In the case of Oman, the conception of an innovative environment is challenged by a prevailing organizational structure that constitutes hierarchical attributes. The problem with hierarchical structure is that innovation and development are slow. In addition, there is not enough room for creative inputs to be recognized because the decision points rely on the center of authority within the organization. This empirical research highlights the concept of innovative environment within the organizational structures in Oman.

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SOCKEL, HY, and BRENDA MAK. "THE RELATIONSHIP OF PERCEIVED ORGANIZATIONAL INNOVATIVENESS (PORGI) ON IS&T EMPLOYEE CONTINUANCE: A LISREL MODEL." International Journal of Innovation and Technology Management 01, no. 04 (December 2004): 393–414. http://dx.doi.org/10.1142/s0219877004000295.

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This paper explores how employees' perception of an organization's innovativeness impacts their desire to continue an association with the organization. The study uses Structural Equation Modeling — LISREL to explore the relationship between latent constructs of the employees' Perceived Job Satisfaction, and Perceived Organizational Innovativeness (PORGI) with their desire for (employment) Continuance with the organization. PORGI is measured through perceived innovation management, organizational career culture, personnel and innovation management policies. The latent construct of "Employee Continuance" is measured through loyalty and a desire to stay. The latent construct of Job Satisfaction is measured by the perceived job satisfaction of the employees. A survey was conducted among Information Systems and Technology (IS&T) employees and the data was analyzed using LISREL confirmatory factor analysis. The results indicate that Perceived Organizational Innovativeness and Job Satisfaction have significant impact on employee retention. Employees that perceived the organization as being innovative demonstrated higher levels of loyalty and had a higher desire to stay connected with their organization. The study concludes that it behooves organizations to support innovative technologies, if only to improve employee retention. Additional organizational implications and technological adoption strategies to strengthen employee retention are discussed.

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Villena Manzanares, Francisco. "El impacto del compromiso por la calidad y la cultura emprendedora sobre el comportamiento innovador de la pyme manufacturera bajo un enfoque de dirección participativa." Dirección y Organización, no. 58 (April 11, 2016): 4–15. http://dx.doi.org/10.37610/dyo.v0i58.483.

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Esta investigación de carácter exploratorio, contribuye a explicar cómo afecta al comportamiento innovador de la pyme manufacturera dos filosofías empresariales. En concreto, se estudia el impacto sobre el comportamiento innovador del compromiso por la calidad y del fomento de una cultura emprendedora, bajo un enfoque de dirección participativa. Para ello se establece un modelo estructural con las relaciones entre dichas variables y se analiza con la técnica PLS (Partial Least Squares). Los resultados muestran que tanto una como otra postura afectan al comportamiento innovador de una manera muy similar.Palabras clave: comportamiento innovador, compromiso por la calidad, cultura emprendedora, dirección participativa.The impact of the commitment to quality and entrepreneurial culture on the innovative behavior of manufacturing SME under a participatory management approachAbstract: There is no doubt that innovation is the result of a complex process involving a number of actors and diverse knowledge, and also that affects all company activities. It is indisputable that the innovative behavior (the actions of the organization that implement new solutions at any organizational level in management), is key to achieve sustainable competitive advantages, as it allows companies to be flexible and to improve their ability to adapt to the market and show changes against the competition. Studies analyzing innovation in SMEs, highlight that innovation in these businesses is a process that is based primarily on the basis of their internal knowledge. Other studies indicate that SMEs, responsible for activating their innovation processes, are the customers themselves, due to new market needs or new technological developments, being RD limited innovation processes in SMEs. Moreover, the importance that culture plays in the innovation is widely acknowledged. The relationship between the two variables is mostly theoretical. There are few empirical studies focused on the relationship between culture and innovation, and most of them focused on some characteristic or trait culture (autonomy, risk mentality, market orientation, and employee management) rather than on ideals or cultural philosophies, contrary to what we do in this paper. Furthermore, the effects of certain types of culture on innovation are analyzed by few studies, in spite of not focusing on business environments. It is indisputable that innovative behavior is key to sustainable competitive advantages, as it allows companies to be flexible and to improve the ability to adapt to market changes. Therefore, finding the cultural values that encourage innovative behavior is relevant to business development. Presently, it is considered that the type of culture fostered by the organization can stimulate innovation, since culture influences the behavior of employees. As predicted by the literature, quality control oriented organizations tend to innovate on the basis of improving the control parameters, and consequently an innovation and learning-oriented organization has greater opportunities to address more radical innovations involving new technologies or break in the ideas. The objective of our research is to study the impact of commitment to quality and the promotion of an entrepreneurial culture on innovative behavior in manufacturing SMEs from the point of view of participative management. This requires a structural model where the relationships between these variables is established and analyzed through the PLS (Partial Least Squares) technique. The results will show that either one or another position is affecting innovative behavior in a similar way. Moreover, our study was carried out under a perspective of autocratic direction (measuring the views of the manager versus normative aspects), showing that the management style is not a variable, because it does not influence any business philosophies or cultures addressed in this work. The first consequence thereof is that the management style is the first key factor of management, and that business management is responsible to change or promote certain cultural aspects in a productive organization. Keywords: innovative behavior, commitment to quality, entrepreneurial culture, participative management.

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OGANYAN, Karina. "Characterizing the Impact of Organizational Culture on the Manager Leadership Qualities." WISDOM 12, no. 1 (June 29, 2019): 26–37. http://dx.doi.org/10.24234/wisdom.v12i1.232.

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The article presents the outcomes of sociological research to identify: the influence of organizational culture on the managers’ leadership qualities and the interdependence of management style and leader’s personality type of the Saint-Petersburg social services and organizations. It was revealed that the organizational culture type in the considered social institutions has a bureaucratic character; authoritarian management style predominates; the majority of branch managers are leaders with organizational skills. It is determined that the passionate manager’s personality type controls organization in an innovative-analytical style, which contributes to a greater activity efficiency. Such leaders are active, focusing on innovative work methods, encourage innovation, modern technologies and high performance, successfully apply brainstorming. Thus, the manager’s personality integral model is empirically tested and substantiated through sociological research.

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Jan, Muhammad Adil, Syed Muhammad Amir Shah, and Kashif Ullah Khan. "The Impact of Culture on Innovation: the moderating role of Human Capital." International Journal of Accounting and Financial Reporting 1, no. 1 (December 31, 2014): 607. http://dx.doi.org/10.5296/ijafr.v4i2.6871.

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Innovation plays an important role in developing the economy, to expand and sustain the high performance of firms, to maintain competitive edge in industry and improved the standard living and in creating a better quality of life. In Adhocratic culture, openness provides to employees and no fear of doing faults or getting things wrong to be done, human capital are the creative peoples and if democratic organizational culture is provided to them the organization can be find more innovative. The focus of current study was on the link between organizational cultures and innovation. Although the literature suggests the relevance of culture in increasing innovation, there is a lack of empirical evidence supporting this relation, which this study has explored. Our findings provide support for this relation. Furthermore we found that the organization culture can enhance product innovation, but that it can also inhibit it depending on the values that culture fosters. In particular we found that product innovation is positively associated to adhocracy cultures and has a negative relation to the hierarchical cultures.

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UZKURT, CEVAHIR, RACHNA KUMAR, and NURCAN ENSARI. "ASSESSING ORGANIZATIONAL READINESS FOR INNOVATION: AN EXPLORATORY STUDY ON ORGANIZATIONAL CHARACTERISTICS OF INNOVATIVENESS." International Journal of Innovation and Technology Management 10, no. 04 (August 2013): 1350018. http://dx.doi.org/10.1142/s0219877013500181.

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The purpose of this study is to identify and present the key organizational characteristics of innovativeness which will provide an organization a better assessment of their readiness for innovation. An extensive examination of the existing literature was performed to identify the gaps in research on innovativeness, and to generate candidate characteristics for assessing an organization's readiness for innovation. The research employed focus groups with managers and professionals in an exploratory study as the first step in developing a measure for assessing characteristics for organizational innovativeness. A content analysis of the results revealed five underlying characteristics for organizational innovativeness. The most frequently cited characteristics were innovative organizational culture, structure and climate. This was followed by leadership and management style that support innovation, organizational support to innovate and change, creative human capital, and learning orientation and knowledge management respectively. These results are consistent with the existing literature in this area. Our results provide an important contribution to the developing body of innovation literature, and provide implications for organizations interested in assessing their readiness to innovate.

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Більше джерел

Дисертації з теми "Innovative culture of organization"

Ілляшенко, Сергій Миколайович, та Юлія Сергіївна Шипуліна. "Інноваційна культура та її роль в управлінні стратегіями інноваційного розвитку організацій". Thesis, Інститут економіки промисловості Національної академії наук України, 2019. http://repository.kpi.kharkov.ua/handle/KhPI-Press/44415.

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Розроблено рекомендації щодо формування організаційних структур управління інноваційним розвитком організації на основі її інноваційної культури. Особливої уваги приділено особливостям організації інноваційного процесу в малих організаціях (малих підприємствах чи установах). Розроблено методичний підхід до планування і організації за формалізованими процедурами одночасного виконання (паралельного, паралельно-послідовного, послідовно-паралельного тощо) інноваційних проектів у малих організаціях.
Recommendations on the formation of organizational structures to manage the innovative development of the Organization on the basis of its innovation culture are developed. Special attention was paid to the peculiarities of the organization of innovation process in small organizations (small enterprises or institutions). The methodological approach to planning and organization by formalized procedures of simultaneous execution (parallel, parallel-consecutive, consecutive-parallel, etc.) of innovative projects in small organizations is developed.

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Scott, Denise. "New Communication Technologies, Organizational Culture, and the Creation of Innovative Learning Environments." TopSCHOLAR®, 1998. http://digitalcommons.wku.edu/theses/319.

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Анотація:

Today's organizations face an economic climate that is globalizing, increasing customer demands for products and services that meet their unique needs and the fast pace of technological developments. Organizations require the effective use of new communication technologies as a means of sharing information and expanding capacity for innovation. The main question for this research is: When new communication technologies are introduced into organizations, how do they work together with existing cultural assumptions to produce an innovative, learning environment within the organization? The research design involves conducting moderately structured interviews with organizational leaders in four diverse organizations: Ingram Book Company, Service Merchandise Company, Inc., Life Way Christian Resources of the Southern Baptist Convention, and Dollar General Corporation. Results include an introduction to each company, a report on their implemented new communication technologies and innovative learning environment, and a description of their core corporate culture.

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Kondaveeti, Srinivasa Kiran, and Andreas Kostoulas. "Successful Organizational Innovation and Key Driving Factors." Thesis, Blekinge Tekniska Högskola, Institutionen för industriell ekonomi, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-17295.

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The aim of the thesis is to discuss the key driving factors influencing the success of innovation in high-tech firms based in Sweden. The thesis will discuss key determinant factors and how those factors are connecting with each other. Organizational innovation and Organizational culture relationship have been under research for many years. The success of organizational innovation can be captured by various factors. Similarly, the organizational culture can be captured by different factors. During the research process, we came across various theories and this thesis is based on Rao and Weintraub (2013) developed model. The model provides six building blocks with determinant factors as a foundation for the successful innovative organizational culture. The six major building blocks or factors are Values, Behaviours, Climate, Resources, Processes, and Success (Rao & Weintraub, 2013). The purpose of the study is to define the hypothetical relationship between some of the six major factors which drives the successful innovation in the organization. The authors have developed a model for successful organizational innovation based on their hypotheses. It will be a matter of great interest to reflect upon the employee's feedback regarding those factors that influence firm’s organizational culture and successful innovation. The model was analyzed using the results of the survey in which 230 employees participated from Swedish based high-tech firms, using Structural Equation Modelling (Hair et al, 2010). The research results reveal some of the key contributors towards the successful organizational innovation and the relation between the factors for the successful organizational innovation. The factor successful innovation is strongly dependent on the innovation processes factor and this is followed by some more relatively moderate contributing factors such as the leaders’ behaviours, and the organizational resources. The study reveals that there is a strong relation between the innovation success and the innovation processes. The innovation processes factor is positively connected to the organization values, the leaders’ behaviours, and the organization resources. The organization climate is weakly connected to the innovation processes as represented by the data sample collected which needs to be further investigated. The model identified in the thesis gives an understanding of how the six factors are connected to drive the successful organizational innovation.

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Calisir, Meliha. "Organizing Corporate Culture: A Case Study Of A Turkish Software Company." Thesis, METU, 2008. http://etd.lib.metu.edu.tr/upload/12610173/index.pdf.

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The purpose of this research is to establish an innovative organizational culture in a Turkish software company. In order to do this, the perceived current and the preferred organizational cultures of the company were studied. The preferred culture of upper management and the differences between the perceived current and preferred organizational cultures by different employee groups were also investigated. The culture assessment was performed using Cameron and Quinn&rsquo
s (1999) Organizational Culture Assessment Instrument (OCAI). According to the survey results, the company&rsquo
s current culture was Hierarchy culture, and the least perceived current culture was Adhocracy. The preferred organizational culture of employees was Clan and Adhocracy was the second. Top management&rsquo
s preferred organizational culture was Adhocracy. Different from the employees, top management also believed that Adhocracy also exists in the company after Hierarchy culture. After analyzing the company&rsquo
s current and preferred cultures, a model based on Lewin&rsquo
s (1958) model of Organizational Change was adapted. Lewin&rsquo
s model was modified by removing the first stage of the model: unfreezing
it is believed that there will be no resistance to change when trying to establish an innovative culture. As for further research, a tactical plan should be established according to the proposed actions and the model established for the company should be tested if it reaches its goal or not.

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Hensbergen, Marleen, and Ana Georgievska. "Bufab Group - an Innovative Born Global in the Trading Sector." Thesis, Högskolan i Halmstad, Sektionen för ekonomi och teknik (SET), 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-15554.

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The fast moving global market has pushed the companies into becoming more and more global and today some companies are even born in the global world. These companies that operate on many markets at the same time are referred to as born global. This study attempts to connect the context of a born global company to the topic of innovation. Literature explains that a company’s level of innovation is related to their competitive advantage in the industry or sector. This thesis concentrates on the trading sector and tries to evaluate how the internal environment of a born global company influences the development of processes of innovation, whereas internal factors are evaluated the organizational structure, strategy and culture. Since this study is an explorative research on how certain internal factors can be of influence on the process of innovation in a company, we have chosen to conduct a qualitative single case study, for which we have addressed ourselves to the born global trading company The Bufab Group, a worldwide trader of fasteners and small parts. The Group has its head quarter in Värnamo, Sweden and has around 35 sister companies around the world. Our empirical findings show how this trading company uses its structure, strategy and culture to influence their processes of innovation. The six innovations that have been developed in the last five years and that are a result of the ongoing process of innovation are the implementation of an automated warehouse, realizing a universal ERP system, employing the EDICOM software, using the concept of a HUB-system, introducing an Educational Manager and the introduction of a Global Account Team. For the reason that the study is a single case study this research cannot provide any general conclusions for the sector of trading. However, our in-depth study of the Bufab Group as a born global trading company has taught us that their structure, strategy and culture show to have a positive effect on the processes of innovation. Firstly it shows how the born global context is of influence on the internal factors of the organizations. Secondly, it shows how a company that has one centralised strategy for the whole group with a relatively centralised decision making system can still manage to maintain a rather low hierarchical structure with short communication lines and an open and transparent culture. Lastly, all of these forces together have managed to enhance good communication, knowledge sharing and the creation of ideas that have been of influence on the enablement of the process of innovation.

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Banai, Eyal. "Strategies to Cultivate Sustainable Open Innovation Culture in High-Tech Organizations." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5304.

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Анотація:

Business leaders must adopt new business practices to sustain their organizations and meet the paradigm of global competition. In the 21st century, innovation and market readiness have become the primary criteria for sustainability of an organization. Some organizational leaders should adopt open innovation strategy to stay competitive and foster a positive impact on their organizations' performance while practicing a systematic inclusion of knowledge from sources outside of the organization. The purpose of this multiple case study was to explore effective strategies business leaders use to cultivate a sustainable open innovation culture. The population consisted of leaders from 200 high technology organizations in the Washington, D.C. area. Purposeful sampling was used to select 4 organizations whose leaders demonstrated successful cultivation of open innovation culture. Schein's culture theory was the conceptual framework for this study. Data were collected through semistructured interviews and review of the organizations' annual reports, publications, websites, and brochures. Data analysis was based on Vaismoradi, Turunen, and Bondas's systematic content and thematic analysis approach, proceding from study data to codes to themes. The outcome led to 4 primary themes: organizational strategic alignment, collaboration as a force multiplier for innovation, organizational culture change, and expert understanding of the customers' needs. Implications for positive social change include fostering innovative organizations whose members bring to the market cost-effective solutions and bridge between market needs and technological solutions. Members of innovative organizations impact underserved communities in terms of material wealth, social welfare, and employment opportunities.

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Peres, Maria da Conceição Picaró. "O perfil do gestor escolar : da gestão à liderança educativa." Master's thesis, Universidade de Évora, 2007. http://hdl.handle.net/10174/16217.

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Анотація:

Esta investigação qualitativa assentou num estudo de caso com triangulação de dados para atingir os objetivos de definir o perfil do gestor escolar e a compreender a relação entre gestão e liderança educativa. Consequentemente, o enquadramento teórico visou a liderança organizacional e a abordagem sucinta das seguintes variáveis associadas: cultura e comunicação organizacional, organizações que aprendem e inovação organizacional. Foi ainda analisada a autonomia como cenário ideal desta associação. Os instrumentos de recolha de dados foram três entrevistas a três presidentes de conselhos executivos de três escolas secundárias com 3.° Ciclo de uma região a sul do rio Tejo e questionários aos professores, funcionários administrativos e funcionários auxiliares de ação educativa das respetivas escolas para validar a análise de conteúdo das entrevistas. Concluiu-se que o perfil do gestor escolar tem ainda preferencialmente características de gestor, notando-se uma maior inovação nas escolas onde a liderança é prática assumida. /ABSTRACT - This qualitative research aimed at defining the profile of the school manager and understanding the relation between management and leadership in the school organization. Leadership is the conceptual framework of this research supported by the connection among the following associated variables: organizational culture, communication, learning organization and innovation. Autonomy is the best scenario for this association. This research was based on a study case with the triangulation of data: three interviews to three presidents of the executive board of three secondary schools with the third cycle and questionnaires to teachers, administrative employees and educational auxiliary employees. Through the analyses of the data it is possible to confirm the prevailing profile of manager, although there are characteristics of leadership, especially in two of the three presidents interviewed. It can also be concluded that the stronger the leader attributes are the better the process of innovation can be implemented.

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Stará, Jana. "Kreativita, inovace a organizační kultura." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2015. http://www.nusl.cz/ntk/nusl-225256.

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This thesis focuses on defining concepts of creativity and innovation in business context. It analyzes methods which may lead to enhancement of creativity in order to increase value of business for customer as well as to develop the business itself. This work also includes real application of selected methods on management of cafe Dobra zastavka in Brno, Czech Republic.

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García, Barbosa Tamara Jamileh. "Master class : exploring innovative practice in educational leadership; a study of change, complexity, culture and community in co-creating learning organizations /." The Ohio State University, 2000. http://rave.ohiolink.edu/etdc/view?acc_num=osu1488195154360475.

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Freiin, von Dörnberg Alix Donata. "Knowledge Management towards Innovation : How can organizations utilize knowledge management to foster innovation?" Thesis, KTH, Industriell ekonomi och organisation (Inst.), 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-254199.

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Being innovative allows organizations to be part of the rapid competitive and environmental shifts and requires the development of knowledge as it builds the pathway of innovation. Since most companies find it troublesome to effectively utilize their existing knowledge towards innovations and literature lacks to offer solutions, this study aims to determine factors that contribute to an enhancement of the spiral of knowledge as well as to develop a concept that provides counselling for business and academia on how to overcome this issue. Therefore, this study contributes with new insights to the field of research in knowledge management and innovation management as well as to organizations with a concept on how to operationalize knowledge management towards innovation. Based on literature review on innovation management, knowledge management and organizational agility, a hypothesis was established that claimed that agile feedback loops at the spiral of knowledge would facilitate the utilization of knowledge management towards innovation. Expert interviews allowed the identification of factors that are relevant for tapping the potential of knowledge towards innovation. The analysis of their responses disclosed a common request to include feedback during the knowledge transformation but also revealed that design thinking and an innovative organizational culture are further relevant factors. Thus, the study postulates a concept that refines the spiral of knowledge to the ‘spiral of knowledge and innovation’, which extents the ‘spiral of knowledge’ with agile feedback loops, design thinking as well as an innovative organizational culture.

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Книги з теми "Innovative culture of organization"

Scheunpflug, Annette. Innovative Schulen: Ein Studienprojekt. Hamburg: Universität der Bundeswehr, 2000.

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Jones, Terry. On innovation: Turning on innovation in your culture, teams and organization. [Nevada]: Essential Ideas, Inc, 2012.

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Zhang, Ying Ying. The source of innovation in China: Highly innovative systems. Houndsmills, Basingstoke, Hampshire: Palgrave Macmillan, 2014.

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Pritchett, Price. Carpe mañana: Before tomorrow seizes you : 10 critical leadership practices for managing toward the future. [Plano, Tex.]: Pritchett Rummler-Brache, 2000.

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Hans-G, Rolff, and Kleekamp Bab, eds. Changing the school culture. London: Cassel, 1993.

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Mark, Swets, ed. Innovative lean development: How to create, implement and maintain a learning culture using fast learning cycles. New York: Productivity Press, 2010.

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Images of organization. Beverly Hills: Sage Publications, 1986.

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Images of organization. San Francisco, Calif: Berrett-Koehler Publishers, 1998.

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Images of organization. 2nd ed. Thousand Oaks, Calif: SAGE, 1997.

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Images of organization. 2nd ed. Thousand Oaks, Calif: Sage Publications, 1997.

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Частини книг з теми "Innovative culture of organization"

Çetin Gürkan, Güney, and Şule Aydın Tükeltürk. "Strategies for Innovative Organization Structure: Innovative Culture and Open Innovation." In Contributions to Management Science, 185–99. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-44591-5_13.

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Christiansen, James A. "Corporate and Business Unit Management Tools 3: Personnel Management and Culture." In Building the Innovative Organization, 127–82. London: Palgrave Macmillan UK, 2000. http://dx.doi.org/10.1057/9780333977446_5.

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Goffin, Keith, and Rick Mitchell. "People, Culture and Organization." In Innovation Management, 295–344. London: Macmillan Education UK, 2017. http://dx.doi.org/10.1057/978-1-137-37344-1_8.

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Belias, D., Athanasios Koustelios, K. Varsanis, D. Kyriakou, and L. Sdrolias. "Personal Characteristics and Organizational Culture of Greek Banking Employees." In Strategic Innovative Marketing, 81–87. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-33865-1_10.

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Rayner, Tim. "The agile organization." In Hacker Culture and the New Rules of Innovation, 48–68. 1 Edition. | New York : Routledge, 2018.: Routledge, 2018. http://dx.doi.org/10.4324/9781315103662-4.

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Belias, D., D. Kyriakou, A. Koustelios, K. Varsanis, and L. Sdrolias. "The Role of Organizational Culture in Greek Higher Education Quality." In Strategic Innovative Marketing, 77–83. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-56288-9_12.

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Belias, D., E. Velissariou, A. Koustelios, K. Varsanis, D. Kyriakou, and L. Sdrolias. "The Role of Organizational Culture in the Greek Higher Tourism Quality." In Strategic Innovative Marketing, 65–70. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-56288-9_10.

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Kuo, Derek. "Case 14: Samsung's New-Age Innovation Using Organization and Culture." In Business Innovation, 288–93. London: Routledge, 2021. http://dx.doi.org/10.4324/9781003190837-35.

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Patwardhan, Abhijit. "National Culture, Organization Structure and Innovation: A Contingency Theory Perspective." In Developments in Marketing Science: Proceedings of the Academy of Marketing Science, 147. Cham: Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-11806-2_66.

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Koerber, Christian, Gabriela Buchfink, and Harald Völker. "Innovation in the Interplay of Organization and Culture: The TRUMPF Story." In Innovation and International Corporate Growth, 91–111. Berlin, Heidelberg: Springer Berlin Heidelberg, 2010. http://dx.doi.org/10.1007/978-3-642-10823-5_7.

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Тези доповідей конференцій з теми "Innovative culture of organization"

Kanchan, Upasana, and Abhishek Gupta. "Notice of Retraction: How to be an Innovative Organization - Developing a Culture of Innovation in Organizations." In 2009 International Conference on Computer Technology and Development (ICCTD 2009). IEEE, 2009. http://dx.doi.org/10.1109/icctd.2009.68.

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Wu, Chen, and Gao Wu. "Person-organization fit relationship with innovative performance of employees:A literature review." In 2017 International Conference on Education, Culture and Social Development (ICECSD 2017). Paris, France: Atlantis Press, 2017. http://dx.doi.org/10.2991/icecsd-17.2017.41.

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Guseva, Evgenia. "GOSTs (national standards) to support innovative activities: Application in libraries." In The Book. Culture. Education. Innovations. Russian National Public Library for Science and Technology, 2020. http://dx.doi.org/10.33186/978-5-85638-223-4-2020-77-86.

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Implementation of several national standards (GOSTs) to regulate innovative activities is discussed. These standards will have a positive impact on the innovative development of libraries and other organizations in the socio-cultural sphere.

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Wattie, J. "Reducing Latent Failure and Securing Productivity in High Risk Systems Using High Reliability Theory." In SPE Energy Resources Conference. SPE, 2014. http://dx.doi.org/10.2118/spe-169932-ms.

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Abstract This is a study that represents ongoing academic research into the folds of perception, organizational culture and high reliability. In the shadow of persistent industrial failures it is probable that problems with operational safety reside in abnormalities of culture. Such cultural apparitions regularly fuel failure in high risk technologies making innovation rather unreliable. As innovation grows it is worth the effort to investigate further how resilience in the face of eternal socio-technical biases can be improved. Problem solving approaches offer regressive ideas that increase the chances of deviation and the appearace of disasters. The assumption is that resilience can be improved in critical operations using High Reliability Theory (HRT). Moreover HRT is more robust when the new constructive method of Appreciative Inquiry (AI) is applied. This early study shows that existing safety culture in a highly reliable group is positively transformed by AI and makes a more productive organization feasible. Research was conducted from the characteristic insider perspective. A small section of a highly reliable organization was sampled. Using ethnographic methodology feedback from electronic surveying collected personal responses for discussion. While individual interviews proved difficult and the sample group was small there was enough evidence to acknowledge the influence of positive revolution. This study had two major findings a) Using AI methodology stimulates positive, resilient feelings in members and b) members readily used these positive experience to envision a more productive organization. This study can potentially reduce over emphasis on problem solving methods to explain and change the human factors associated with failure. Cultural factors are better studied and modified by positive influence. The study here makes way for more persuasive academic discussion on resilience by constructivist perspectives. High reliability organizations are more sustainably designed on positive principles.

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Pei, Le. "Patterns and Generation Strategies of Organizational Culture Driven by Innovation in Non-Profit Organization." In Proceedings of the 2019 2nd International Conference on Education, Economics and Social Science (ICEESS 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/iceess-19.2019.51.

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Leonova, I. S., L. N. Zakharova, and A. I. Makhalin. "Organizational culture and socio-psychological age of female personnel of medical institutions." In INTERNATIONAL SCIENTIFIC AND PRACTICAL ONLINE CONFERENCE. Знание-М, 2020. http://dx.doi.org/10.38006/907345-50-8.2020.496.505.

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The results of an empirical study of the socio-psychological age of female doctors of clinics that have successfully entered into the innovative format of development and clinics experiencing many years of difficulty in introducing innovations are presented. It is shown that the organizational culture of innovative clinics is characterized by a pronounced adhocratic component, and a clan-hierarchical model dominates in problematic clinics, therefore, the introduction of innovations is carried out by inconsistent administrative methods typical of this model. As a result, the personnel experiences a high level of stress, which makes them feel unwell, tired, it rejects innovations and strives to maximize the clan component of the organizational culture as a means of protection against the stress of innovative changes. The results are an «older» socio-psychological age and a low level of labour involvement, which, in general, shows the correspondence of the characteristics of the female personnel of problematic clinics to gender stereotypes. In innovative clinics, female personnel feel more alert, healthy and younger, shares, regardless of the chronological age, innovative values traditionally associated with younger ages, is personally involved in the work process and does not fall under the characteristics of gender stereotypes. It is shown that the socio-psychological age of female personnel and the value of readiness for innovation depend on the type of organizational culture. In the future, female doctors are oriented towards an innovative way of market development of their clinics, but not in the managerial paradigm that is currently being implemented by management. Successful management of the socio-psychological age and the introduction of innovation involve the abandonment of administrative methods, the prevention of the stress of organizational change and the establishment of innovative values as the basis of a new organizational culture.

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Zhmaylo, Svetlana, and Oleg Ulyanin. "A library model for innovative organizations in the digital era." In Sixth World Professional Forum "The Book. Culture. Education. Innovations". Russian National Public Library for Science and Technology, 2021. http://dx.doi.org/10.33186/978-5-85638-236-4-2021-96-102.

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In the digital era, the sci-tech libraries of innovative enterprises have significantly expanded and extended their functionality owing to automation of information processes and collection digitization, and, correspondingly, they have acquired new characteristic features. In fact, digital libraries melted into organizational sci-tech information automated systems and integrated into patent divisions providing information support of patent research. Besides, being the part of knowledge management systems, the libraries also become a component of quality management systems. Obviously, further development of sci-tech libraries of innovative enterprises is seen in digitizing information sources and processes and integration with organizational management systems.

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Ciulei (Ionescu), Florentina, Angela Morlovea, Delia Mioara Popescu, and Constanta Popescu. "The Personal Change of The Manager - Core of the Organizational Change." In G.I.D.T.P. 2019 - Globalization, Innovation and Development, Trends and Prospects 2019. LUMEN Publishing, 2022. http://dx.doi.org/10.18662/lumproc/gidtp2022/03.

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The school organizations in Romania are confronted with the continuous perspective of change by reference to the legislative changes, to those at the level of the educational paradigm, but also at the social level. The present paper aims at a historical and evolutionary recovery of the concept of change in the school organization, with emphasis on identifying strategies and techniques for managing the process of developing and changing the manager, taking into consideration his professional competences and his personal abilities, considered as core and trigger agent for effective change in the organization. Personal change involves dynamics, which implies personal development, becoming, training. In order to complete the process of personal change of a school manager it takes a long time, of involvement in one's own development in order to trigger induce support the change of the school organization. In order to adopt the most appropriate organizational strategy (maintaining/restricting/developing or diversifying the organization), the manager must constantly evaluate his own abilities/competencies, to value those that bring performance to his organization. The methodology consisted in the rigorous analysis of the specialized literature and the empirical research, instrumented by a survey based on a questionnaire applied to the managers of 15 early education organizations in Dâmboviţa county. The main conclusions from the study focus on the process of becoming a manager, with an emphasis on the triggering moment of his personal change, transposed into behaviors that will have implications for the culture of his organization.

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Wang, Bin, Kan Shi, and Xiaopeng Ren. "The Implication and Structure of Innovation Culture in Chinese Scientific Organization." In 2008 International Seminar on Future Information Technology and Management Engineering (FITME). IEEE, 2008. http://dx.doi.org/10.1109/fitme.2008.162.

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Khon, Alexandra, Zukhra Sadvakassova, Akmaral Magauova, and Malika Nazarova. "Development of Corporate Culture Based on Improving the Motivation System of the Bank's Staff." In 14th International Scientific Conference "Rural Environment. Education. Personality. (REEP)". Latvia University of Life Sciences and Technologies. Faculty of Engineering. Institute of Education and Home Economics, 2021. http://dx.doi.org/10.22616/reep.2021.14.048.

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The relevance of the topic lies in the fact that the transition to innovative personal management is currently a global trend to improve enterprise management processes in the context of deep integration of the world market, high-tech industries, increased competition and improved uncertainty of the external environment in relation to the enterprise, considering the motivational system. The purpose of the research is to study the role of motivation and corporate culture as the basis for innovative development and improving the productivity of an organization. The database was used by a banking organization; for instance, during the study the approaches of scientists were studied and diagnostic methods for studying the components of corporate culture were selected. Based on the results, a model of practical implementation was formulated, and a sociological experiment was conducted. On this ground using results of the experiment, statistical data on labour productivity were obtained and methodological recommendations were made for using the model proposed in the article. The results obtained are presented as a diagnostic tool and used to include the contact centre management in the work process.

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Lary, Gholamali Kazemi. Urban-planning aspects of the architectural organization of innovative parks. PІDVODNІ TEHNOLOGІЇ, June 2019. http://dx.doi.org/10.31493/tit1909.1902.

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Gay, Jill, Melanie Croce-Galis, Karen Hardee, and Amelia Peltz. Creating a culture of evidence use: Using an innovative knowledge translation platform to inform HIV/AIDS programming for women and girls. Population Council, 2017. http://dx.doi.org/10.31899/rh7.1013.

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Petrova, M. A. Electronic textbook "Organization and management in the selected sport: module (Sport Management): a course of lectures" (direction - 49.03.01 "Physical Culture", level - bachelor's degree). Science and Innovation Center Publishing House, November 2016. http://dx.doi.org/10.12731/petrova.01112016.22235.

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Ahmed AlGarf, Yasmine. AUC Venture Lab: Encouraging an entrepreneurial culture to increase youth employment. Oxfam IBIS, August 2021. http://dx.doi.org/10.21201/2021.7888.

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The American University in Cairo Venture Lab (V-Lab) is the first university-based startup accelerator in Egypt. Oxfam’s Youth Participation and Employment (YPE) programme in Egypt partnered with V-Lab to support youth in entrepreneurship and business startups. V-Lab provides dynamic business support to entrepreneurs with innovative and scalable ideas. Its work has brought about change in Egypt’s culture and business environment. In this case study, YPE and V-Lab make useful recommendations on how to strengthen the sustainability and growth of entrepreneurship in Egypt. V-Lab’s other initiatives include connecting graduates with potential investors. The accelerator’s startups have played an important role during the COVID-19 pandemic by helping to create employment opportunities, both directly and indirectly.

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Greenberg, Jane, Samantha Grabus, Florence Hudson, Tim Kraska, Samuel Madden, René Bastón, and Katie Naum. The Northeast Big Data Innovation Hub: "Enabling Seamless Data Sharing in Industry and Academia" Workshop Report. Drexel University, March 2017. http://dx.doi.org/10.17918/d8159v.

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Increasingly, both industry and academia, in fields ranging from biology and social sciences to computing and engineering, are driven by data (Provost & Fawcett, 2013; Wixom, et al, 2014); and both commercial success and academic impact are dependent on having access to data. Many organizations collecting data lack the expertise required to process it (Hazen, et al, 2014), and, thus, pursue data sharing with researchers who can extract more value from data they own. For example, a biosciences company may benefit from a specific analysis technique a researcher has developed. At the same time, researchers are always on the search for real-world data sets to demonstrate the effectiveness of their methods. Unfortunately, many data sharing attempts fail, for reasons ranging from legal restrictions on how data can be used—to privacy policies, different cultural norms, and technological barriers. In fact, many data sharing partnerships that are vital to addressing pressing societal challenges in cities, health, energy, and the environment are not being pursued due to such obstacles. Addressing these data sharing challenges requires open, supportive dialogue across many sectors, including technology, policy, industry, and academia. Further, there is a crucial need for well-defined agreements that can be shared among key stakeholders, including researchers, technologists, legal representatives, and technology transfer officers. The Northeast Big Data Innovation Hub (NEBDIH) took an important step in this area with the recent "Enabling Seamless Data Sharing in Industry and Academia" workshop, held at Drexel University September 29-30, 2016. The workshop brought together representatives from these critical stakeholder communities to launch a national dialogue on challenges and opportunities in this complex space.

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Mattheis, Ashley A. Atomwaffen Division and its Affiliates on Telegram: Variations, Practices, and Interconnections. RESOLVE Network, April 2022. http://dx.doi.org/10.37805/remve2022.1.

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This research brief details findings from a recent collaborative project exploring different groups related to Atomwaffen Division (AWD) on Telegram. The brief provides an initial foray into understanding the digital communicative practices these AWD-related groups use to maintain their loose structure as a transnational, digitally networked extremist culture. Groups affiliated with the meta-brand of AWD are continuing to develop globally and building a transnational, digital networked culture, despite increased scrutiny. This indicates that their structure as a digitally networked, transnational culture provides resilience to traditional policy and law enforcement approaches. Addressing this threat requires insight into the practices that such groups use to interconnect their now multi-nodal, supranational organization.

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Hearn, Greg, Marion McCutcheon, Mark Ryan, and Stuart Cunningham. Australian Cultural and Creative Activity: A Population and Hotspot Analysis: Geraldton. Queensland University of Technology, August 2020. http://dx.doi.org/10.5204/rep.eprints.203692.

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Grassroots arts connected to economy through start-up culture Geraldton is a regional centre in Western Australia, with 39,000 people and a stable, diverse economy that includes a working port, mining services, agriculture, and the rock-lobster fishing industry (see Appendix). Tourism, though small, is growing rapidly. The arts and culture ecosystem of Geraldton is notable for three characteristics: - a strong publicly-funded arts and cultural strategy, with clear rationales that integrate social, cultural, and economic objectives - a longstanding, extensive ecosystem of pro-am and volunteer arts and cultural workers - strong local understanding of arts entrepreneurship, innovative business models for artists, and integrated connection with other small businesses and incubators

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Proskura, Svitlana L., and Svitlana H. Lytvynova. The approaches to Web-based education of computer science bachelors in higher education institutions. [б. в.], July 2020. http://dx.doi.org/10.31812/123456789/3892.

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The problem of organizing of Web-based education of bachelors, and the bachelors of computer science in particular, is relevant for higher education institutions. The IT industry puts forward new requirements for future IT professionals training. This, in its turn, requires the educational process modernization: content specification, updating of forms, methods and means of training to meet the demands of socio-economic development of the society in general and bachelors of computer science in particular. The article analyzes and clarifies the notion of Web-based education of bachelors; as well as a line of approaches, such as approaches to the organization of Web-based learning for A La Carte, Station Rotation, Lab Rotation, Individual Rotation, Flipped Learning scenario; the necessity of cloud computing and virtual classroom use as a component of Web-based learning is substantiated. It is established that with the advent of a large number of cloud-based services, augmented and virtual realities, new conditions are created for the development of skills to work with innovative systems. It is noted that the implementation of the approaches to the organization of student Web-based education is carried out on international level, in such projects as Erasmus+ “Curriculum for Blended Learning” and “Blended learning courses for teacher educators between Asia and Europe”. The article features the results of programming students survey on the use of Web-based technologies while learning, namely the results of a new approach to learning organization according to the formula – traditional (30%), distance (50%) and project (20%) training.

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McIntyre, Phillip, Susan Kerrigan, and Marion McCutcheon. Australian Cultural and Creative Activity: A Population and Hotspot Analysis: Coffs Harbour. Queensland University of Technology, 2021. http://dx.doi.org/10.5204/rep.eprints.208028.

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Coffs Harbour on the north coast of NSW is a highway city sandwiched between the Great Dividing Range and the Pacific Ocean. For thousands of years it was the traditional land of the numerous Gumbaynggirr peoples. Tourism now appears to be the major industry, supplanting agriculture and timber getting, while a large service sector has grown up around a sizable retirement community. It is major holiday destination. Located further away from the coast in the midst of a dairy farming community, Bellingen has become a centre of alternative culture which relies heavily on a variety of festivals activated by energetic tree changers and numerous professionals who have relocated from Sydney. Both communities rely on the visitor economy and there have been considerable changes to how local government in this region approach strategic planning for arts and culture. The newly built Coffs Harbour Education Campus (CHEC) is an experiment in encouraging cross pollination between innovative businesses and education and incorporates TAFE NSW, Coffs Harbour Senior College and Southern Cross University as well as the Coffs Harbour Technology Park and Coffs Harbour Innovation Centre all on one site. The 250 seat Jetty Memorial Theatre is the main theatre in Coffs Harbour for local and touring productions while local halls and converted theatres are the mainstay of smaller communities in the region. As peak body Arts Mid North Coast reports, there is a good record of successful arts related events which range across all genres of music, art, sculpture, Aboriginal culture, street art, literature and even busking and opera. These are mainly managed by passionate local volunteers.

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Musa, Padde, Zita Ekeocha, Stephen Robert Byrn, and Kari L. Clase. Knowledge Sharing in Organisations: Finding a Best-fit Model for a Regulatory Authority in East Africa. Purdue University, November 2021. http://dx.doi.org/10.5703/1288284317432.

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Knowledge is an essential organisational asset that contributes to organisational effectiveness when carefully managed. Knowledge sharing (KS) is a vital component of knowledge management that allows individuals to engage in new knowledge creation. Until it’s shared, knowledge is considered useless since it resides within the human brain. Public organisations specifically, are more involved in providing and developing knowledge and hence can be classified as knowledge-intensive organisations. Scholarly research conducted on KS has proposed a number of models to help understand the KS process between individuals but none of these models is specifically for a public organisation. Moreover, to really reap the benefits that KS brings to an organization, it’s imperative to apply a model that is attributable to the unique characteristics of that organisation. This study reviews literature from electronic databases that discuss models of KS between individuals. Factors that influence KS under each model were isolated and the extent of each of their influence on KS in a public organization context, were critically analysed. The result of this analysis gave rise to factors that were thought to be most critical in understanding KS process in a public sector setting. These factors were then used to develop a KS model by categorizing them into themes including organisational culture, motivation to share and opportunity to share. From these themes, a KS model was developed and proposed for KS in a medicines regulatory authority in East Africa. The project recommends that an empirical study be conducted to validate the applicability of the proposed KS model at a medicines regulatory authority in East Africa.

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