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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.
Повний текст джерелаАнотація:
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.
Повний текст джерелаАнотація:
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.
Повний текст джерелаАнотація:
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.
Повний текст джерелаАнотація:
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.
Повний текст джерелаАнотація:
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.
Повний текст джерелаАнотація:
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.
Повний текст джерелаАнотація:
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.
Повний текст джерелаАнотація:
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.
Повний текст джерелаАнотація:
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.
Повний текст джерелаАнотація:
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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Černe, Matej, Marko Jaklič, Miha Škerlavaj, Arzu Ülgen Aydinlik, and Dilek Dönmez Polat. "Organizational learning culture and innovativeness in Turkish firms." Journal of Management & Organization 18, no. 2 (March 2012): 193–219. http://dx.doi.org/10.1017/s183336720000095x.
Повний текст джерелаАнотація:
AbstractThe aim of this paper is to present and test a model that examines the relationship between organizational learning culture and innovativeness. Organizational learning culture consists of the organizational learning process and of different culture types that can be placed within the competing values framework. It is defined as a set of norms and values within an organization that support systematic, in-depth approaches aimed at achieving higher-level organizational learning. Innovativeness consists of both innovative culture and innovations. Innovations, the process or outcome of innovating, are more likely to occur and be more successful if there is a strong innovative culture, meaning that the behavioral patterns of the employees are directed towards innovating. We used data from 112 Turkish firms employing more than 50 people. The relationship between organizational learning culture and innovativeness is empirically tested via structural equation modeling (SEM). We found support for a very strong positive relationship between organizational learning culture and innovative culture, as well as for the indirect relation between organizational learning culture and innovations via innovative culture.
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Černe, Matej, Marko Jaklič, Miha Škerlavaj, Arzu Ülgen Aydinlik, and Dilek Dönmez Polat. "Organizational learning culture and innovativeness in Turkish firms." Journal of Management & Organization 18, no. 2 (March 2012): 193–219. http://dx.doi.org/10.5172/jmo.2012.18.2.193.
Повний текст джерелаАнотація:
AbstractThe aim of this paper is to present and test a model that examines the relationship between organizational learning culture and innovativeness. Organizational learning culture consists of the organizational learning process and of different culture types that can be placed within the competing values framework. It is defined as a set of norms and values within an organization that support systematic, in-depth approaches aimed at achieving higher-level organizational learning. Innovativeness consists of both innovative culture and innovations. Innovations, the process or outcome of innovating, are more likely to occur and be more successful if there is a strong innovative culture, meaning that the behavioral patterns of the employees are directed towards innovating. We used data from 112 Turkish firms employing more than 50 people. The relationship between organizational learning culture and innovativeness is empirically tested via structural equation modeling (SEM). We found support for a very strong positive relationship between organizational learning culture and innovative culture, as well as for the indirect relation between organizational learning culture and innovations via innovative culture.
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Kurylyak, Vitalina, та Bogdan Litovchenko. "FORMATION OF СREATIVE ORGANIZATION IN THE GLOBAL INFORMATION ENVIRONMENT". Vol 16, No 2 (2017) 16, № 2 (2017) (2017): 184–96. http://dx.doi.org/10.35774/jee2017.02.184.
Повний текст джерелаАнотація:
The concept of organization as an organistical system facing the challenges of the creative economy is considered. It is grounded that the ideal creative organization with a high level of information will represent a certain symbiosis between organic and anarchic culture in the future. It is identified that with the emergence of virtual organizations, traditional elements of the organizational culture lose their value, while the informational technologies create opportunities for communication and collaboration, regardless of distance and borders. Thus, the basis for the virtual organizations creates their adaptability and transferability. Key requirements regarding the creative industry management organization are singled out as following: proactivity, strategic perspective, innovation, initiation of risk, modeling, experimentation and creativity, support of the independent business units’ coordination. The model of organizations’ types, which should reflect their organistical nature, strategic perspective and attitude to risk is presented. The main barriers that limit the ability of organizations to creativity – the lack of the innovative organizational culture as well as the lack of professional risk managers and analysts are outlined. However, these features have not yet organically become peculiar by creative organizations, requiring the development of the appropriate business models culture.
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Rahman, Md Ashiqur. "Organization Strategies & Innovative Leadership Management." International Journal of Business and Management 11, no. 10 (September 18, 2016): 206. http://dx.doi.org/10.5539/ijbm.v11n10p206.
Повний текст джерелаАнотація:
<p>For sustainable competitive advantages companies need innovation. However, for very few organizations innovation is a part of their DNA and for the most of companies it is a crisis element of “Constructive Destruction.” However, the recent economic crisis and evolution of business organization demand for innovative leaders who can do the miracle (innovation) in the organization. Like any new phenomenon, innovative leadership idea is blurry among different people and also experts are divided in their opinion. This paper tries to solve these puzzles by integrating the thought in a clear understandable picture. To solve the puzzle this paper first stated about creativity, innovations and leadership to better understand about innovative leadership process. Then it discussed in detail about the innovative leadership process followed by two examples of best practice and worst practice.</p>Innovative leadership is the combination of four elements: emotional intelligence, management innovations, innovative organization and interaction with stakeholders. These are interrelated part that enforce each other to foster innovations. Emotional intelligence make the leader effective in performance because he can build trust and make people committed towards the goal; it becomes easy for him to do management innovations, develop innovative culture and interact with the stakeholders. Management innovations set the goal, principles and policy to guide the innovations and innovative culture foster to do the miracle by the employees. When inside is ready for the innovations the innovative leader interacts with the stakeholders for ideas and feedback. However, the innovative leader needs to apply sense when to be innovative and when not to be.
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Mabry, Sibylle. "Driving IT Architecture Innovation." International Journal of E-Adoption 2, no. 2 (April 2010): 1–18. http://dx.doi.org/10.4018/jea.2010040101.
Повний текст джерелаАнотація:
The spotlight on business innovation in growth-oriented organizations has never been hotter. Information systems (IS) innovation, in particular, has become the main focus for many businesses and their CIOs because of its potential for business agility and competitiveness. However, creating a culture that can effectively exploit the innovative forces of an organization is challenging, and no shared guidelines exist. The purpose here is to examine empirically how the competing forces of organizational cultures in tandem with senior executives constructively influence the innovative efforts of organizations. Central to this investigation is the adoption of an IS architecture (SOA) whose implementation may entail radical transformation of traditional business patterns. Data were collected from U.S. top IS executives, and the results suggest that the adopters of SOA (45%) are organizations whose executives embrace certain collaborative behavior, which, in people and progress-oriented cultures, seems to be a catalyst for change and adoption of transformational IS architecture.
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Riga Pratiwi, Brianita, and Alice Salendu. "Hubungan Openness to Experience terhadap Perilaku Kerja Inovatif: Peran Ambidextrous Organization Culture sebagai Moderator." Psikologika: Jurnal Pemikiran dan Penelitian Psikologi 26, no. 2 (July 25, 2021): 335–52. http://dx.doi.org/10.20885/psikologika.vol26.iss2.art7.
Повний текст джерелаАнотація:
Innovative work behavior is one of the keys to trust and success for organizations. In this era, how to form employees is a challenge and important for innovative organizations to see the factors that cause innovative behavior in their employees. This study involved three variables, namely openness to experience, ambidextrous organizational culture, and innovative work behavior. By using 3 measuring instruments, namely The Big Five Personality Inventory (BFI), Innovation Behavior Scale, and Ambidextreus Organizational Scale, as many as 127 respondents were obtained using the bold self-report method. Researchers examined the moderating role of ambidextrous organizational culture as analyzed by the PROCESS statistical technique developed by Hayes. The results showed a positive relationship between OTE and ambidextrous organizational culture was proven to be a significant predictor of employee innovative work behavior. F = 25.1475, p < .001, R2 = .384. From these results, it can be calculated that 38.4% variants of the two predictions have a significant effect on innovative work behavior. However, through the analysis it is also known that there is no significant interaction between the ambidextrous organizational culture variables, thus the the first hypothesis is accepted but not the second hypothesis. The result of this research can help companies to identify openness traits of the prospective employees.
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ČMELÍKOVÁ, Zuzana. "Managing ethics in organization – focusing innovation in creating ethical organizational culture." Scientific Papers of Silesian University of Technology. Organization and Management Series 2017, no. 110 (2017): 13–26. http://dx.doi.org/10.29119/1641-3466.2017.110.2.
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Keles, Ozgul, and Tezer Battal. "A Model for Innovation Culture Management in Organizations (IVALUE 7)." International Journal of Innovation 5, no. 3 (October 3, 2017): 361–74. http://dx.doi.org/10.5585/iji.v5i3.199.
Повний текст джерелаАнотація:
Governments, companies, universities, institutes, and individuals all over the world have prioritized innovation on their agenda and some have declared innovation as a strategic goal, but for a few of them, innovation has been a way of life. Organizational development depends on human capabilities more than ever. Not just intellectual, emotional, executive, experiential, and physical quotients of human capacity, but also creative, spiritual, passionate, motivational, and social quotients now need to be considered. When an invention is valued, it becomes an innovation. Although, innovation began with human, it is hard to pinpoint the first inventor in history. Transformation from a learning organization to a thinking organization is needed to be able to sustain innovative culture. At this point, the hard question is how? A smart, creative and dynamic innovation culture will help organizations to see the value of invention. In this study, a brief review is first made on the historical backgrounds of universities, institutes, industrial revolutions, and management systems in order to understand the evolution of the concept of innovation. Then, IVALUE7, a management model for dynamic, smart innovation organizational culture, will be introduced and discussed.
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Paruchuri, Harish, and ABM Asadullah. "The Effect of Emotional Intelligence on the Diversity Climate and Innovation Capabilities." Asia Pacific Journal of Energy and Environment 5, no. 2 (December 31, 2018): 91–96. http://dx.doi.org/10.18034/apjee.v5i2.561.
Повний текст джерелаАнотація:
This study explores the relationship between emotional intelligence, a diverse work environment, a creative climate, and an innovative corporate culture and capabilities. To get a large enough sample, the questionnaire was used. Based on our findings, it appears that emotional intelligence has an impact on a diverse workplace climate. A diverse workforce and an innovative service mix are inextricably linked. Based on our findings, it appears that diversity in an organization's innovation culture is directly related to the pace of innovation in that organization. Our goal is to provide additional insight into existing research in the public sector. A company's emotional intelligence practices are implemented, and the employees' emotional intelligence skills are taught. The study also encourages the implementation of policies to help deal with climate change and innovation diversity. These policies include diverse input in innovation decision-making. This advice can be used by everyone, helping organizations attain better technical results. Service innovation capabilities are influenced by factors such as emotional intelligence, a diverse work environment, and an innovative business culture.
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Sukatin, Sukatin. "Budaya Organisasi STAI YASNI Kabupaten Muaro Bungo Provinsi Jambi." Idarah (Jurnal Pendidikan dan Kependidikan) 2, no. 2 (December 10, 2018): 55–73. http://dx.doi.org/10.47766/idarah.v2i2.273.
Повний текст джерелаАнотація:
To achieve the goals of education effectively and efficiently, a pattern of management of the organization's culture is needed The development of organizational culture theory has been very varied and innovative. By knowing the development of the implementation of organizational culture at STAI YASNI, it is expected to present a solution in building a professional culture in educational institutions. The study was conducted at STAI YASNI using a qualitative design with a phenomenology approach. The focus of the study consists of (1) the formation of values, beliefs, and habits within the organization; (2) the form of organizational culture interpreted by members of the organization; (3) organizational culture, climate, and organizational effectiveness; and (4) factors that become obstacles to cultural implementation. The results of the study show that the organizational culture formed through situational leadership is (1) able to improve the community's organizational capacity; (2) organizational culture can improve organizational performance; (3) the innovative culture that is formed covers the fields of academics, human resource development and technology improvement.
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Halaj, Martin. "HOW TO MEASURE THE SAFETY CULTURE OF ORGANIZATIONS." CBU International Conference Proceedings 5 (September 23, 2017): 622–26. http://dx.doi.org/10.12955/cbup.v5.996.
Повний текст джерелаАнотація:
Every organization has an interest in protecting its assets and increasing its profit. To preserve the integrity, organizations generally ensure their assets are safe. Today, especially in large organizations, asset security is a chief priority in decision-making. A factor affecting the level of an organization’s security is its safety culture. This factor is measured by the level by which the organization and its employees adopt and comply with security rules and principles. The status of a safety culture can have a positive or negative impact on the organization’s security, which directly affects its development. The aim of this article is to describe approaches for assessing the safety culture of different organizations. The study results can be used to compare several organizations, and it is possible to identify differences in the level of safety culture after applying innovative changes.
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Mohelska, Hana, and Marcela Sokolova. "MANAGEMENT APPROACHES FOR INDUSTRY 4.0 – THE ORGANIZATIONAL CULTURE PERSPECTIVE." Technological and Economic Development of Economy 24, no. 6 (November 21, 2018): 2225–40. http://dx.doi.org/10.3846/tede.2018.6397.
Повний текст джерелаАнотація:
The Industry 4.0 concept describes a decentralized production chain that extends from design to the supply chain, production, distribution as well as customer service. Cyber Physical Systems (CPS) employ software and internet-connected machines that communicate in real-time to reduce error rates and increase efficiency. The basis is the co-operation of separate control units that are capable of autonomous decision-making, managing the assigned technological unit and in particular becoming an independent and full member of comprehensive production units. The Industry 4.0 concept requires continuous innovation and education that not only depends on the peoples’ skills but also on organizational culture. Appropriate managerial approaches play a vital role in the development of organizational culture. Most studies discuss technical aspects, but do not pay attention to managerial approaches and organizational culture, which are a major factor influencing the success of this concept. The aim of the paper is to examine the level of organizational culture in the Czech Republic and to seek appropriate managerial approaches for the development of organizational culture that can support the environment for innovation in the organization and therefore facilitate the entrepreneurship in the Industry 4.0 concept. A partial goal will be, among other things, to identify the implications of Industry 4.0 for human resources. In order to determine organizational culture in organizations, a large study was carried out in the form of a questionnaire survey − the Czech translation of Wallach᾽s Questionnaire (1983). According to the findings, the respondents perceive the organizational culture in the organizations under review is more bureaucratic and supportive than innovative. In their view the signs of innovative culture are not so striking. It is necessary to change managerial approaches to support innovative solutions.
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Kyoung Park, Yu, Ji Hoon Song, Seung Won Yoon, and Jungwoo Kim. "Learning organization and innovative behavior." European Journal of Training and Development 38, no. 1/2 (December 20, 2013): 75–94. http://dx.doi.org/10.1108/ejtd-04-2013-0040.
Повний текст джерелаАнотація:
Purpose – The purpose of this study is to investigate the mediating effect of work engagement on the relationship between learning organization and innovative behavior. Design/methodology/approach – This study used surveys as a data collection tool and implemented structural equation modeling for empirically testing the proposed research model. Findings – The study found that learning organization culture makes a direct and indirect impact on employees' innovative work behaviors. Results from hierarchical multiple regressions and structural equation modeling supported that work engagement fully mediates the relationship between the learning organization and innovative work behaviors. Practical implications – HRD practitioners can develop effective interventions to enhance their employees' innovative behavior by devoting efforts to create a workplace that promotes collaborative learning culture and work engagement. Originality/value – This study is valuable to HRD specialists interested in developing effective interventions that encourage employees to engage in innovative behavior.
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Ziaei Nafchi, Majid, and Hana Mohelská. "Organizational Culture as an Indication of Readiness to Implement Industry 4.0." Information 11, no. 3 (March 24, 2020): 174. http://dx.doi.org/10.3390/info11030174.
Повний текст джерелаАнотація:
Industry 4.0 has managed to attract lots of attention from researchers because of the benefits it has to offer and many studies about Industry 4.0, as well as readiness and maturity models, are available from the technological point of view. Meanwhile, the organizational culture dimension of Industry 4.0 has received little to no attention. The aim of this paper is to find out whether or not the size and type of an organization influence the innovative culture and consequently the readiness of the organization for implementing industry 4.0. Results show that the innovative organizational culture according to the index of organizational culture does not depend on the size of an organization but to some degree depends on the type of the organization.
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Blumentritt, Tim, Jill Kickul, and Lisa K. Gundry. "Building an Inclusive Entrepreneurial Culture." International Journal of Entrepreneurship and Innovation 6, no. 2 (May 2005): 77–84. http://dx.doi.org/10.5367/0000000053966894.
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The process through which entrepreneurial firms plan and achieve strategic growth and innovation often reflects a complex set of internal organizational challenges and opportunities. This paper specifically focuses on how entrepreneurs build internal cultures in order to stimulate and drive innovation and improve organizational effectiveness. Drawing upon both strategic-management and entrepreneurial-dynamics perspectives, the authors argue that sustained innovation requires moving beyond the characteristics of the entrepreneur towards an organization that will support a firm's growth by eliciting and directing additive contributions from the individuals working for these ventures. Results revealed that entrepreneurs were more likely to create high-performance and innovative ventures if they were able systematically to involve employees in the idea and opportunity-development stages of the firm. Implications for the strategic management of innovation in emerging entrepreneurial firms are further discussed.
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Salogub, A. M. "Systematic approach to creative personnel management: effective way to innovation." POWER AND ADMINISTRATION IN THE EAST OF RUSSIA 95, no. 2 (2021): 103–13. http://dx.doi.org/10.22394/1818-4049-2021-95-2-103-113.
Повний текст джерелаАнотація:
The main trends in the field of creative personnel management and the value of innovative culture were the subject of the study. Creative staff and innovation culture are of particular importance due to the need of organization to increase competitive advantages through the development of its innovative potential. The purpose of the work was to analyze trends in the personnel management and study modern approaches to the management of creative personnel, providing the organization with growth, development and innovation. The results of the work: the concepts of creativity, innovation, competitive advantage, organization of an innovative type were investigated and specified, key trends in the HR sphere (in human resource management) were summarized, the roles of personnel managers were understood. The profile of employees of generation Z has been investigated, the logic of motives for the behavior of creative employees has been built. Characteristics of innovative culture based on reproduction of the startup culture values are given. Successful startups (creative teams) are able to optimally combine experimentation, risk and responsibility. It was concluded that the ability to think creatively is a universal human talent. Practical recommendations on HR analytics and the effectiveness of personnel decisions are presented, key directions of the strategy for managing the younger generation Z are specified, the motives for behavior of creative employees are investigated, characteristics of innovative culture that allow the organization built a creative environment are studied.
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H. Godiwalla, Yezdi. "Global Organizational Innovation Strategy." International Journal of Social Science Studies 6, no. 8 (July 24, 2018): 45. http://dx.doi.org/10.11114/ijsss.v6i8.3477.
Повний текст джерелаАнотація:
Global innovation strategy makes a global (or international) organization more competitive and contributes to long term growth. A focus on newer trends and approaches in the technology and internal and external organizational processes would help the innovative and entrepreneurial spirit and endeavor. The proper organizational entrepreneurial goals, strategy and culture would generate greater connectedness with the relevant task environments for the global organization to explore and subsequently pursue newer product and services. Altogether, the integrated global sharing, joint experimentation among its subsidiaries and their combined innovation effort, the well-interfaced global supply chain’s innovative endeavors, and the well-planned and systematic innovation strategy, together would spur greater global competitiveness and growth. It is a combined global approach that would effectively generate innovation.
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Ab Rahman, Zety Norhaiza, and Norain Ismail. "Determinant Factors for Managing Innovation in the Malaysian Public Sector." MATEC Web of Conferences 150 (2018): 05042. http://dx.doi.org/10.1051/matecconf/201815005042.
Повний текст джерелаАнотація:
Since 1991, the government has started the forces to encourage public sector to innovate in order to strengthen the capability and solve problems at workplace for the benefit of organization and its people. The focuses of this forces is to create value creation, encourage cost reduction, and provide services that meet aspirations and people's expectations through high impact ideas. However, to achieve these focuses, public sector faces few challenges that affect the management of innovation; which includes lack of leadership skills and poor innovative culture to stimulate innovation. Although there are various initiatives conducted to enhance the management innovation, the innovative performance is still less satisfactory. Therefore, this paper aims to discuss the determinant factors that affect managing innovation in the selected public sectors which consist of two categories; patron and executor agencies. Thematic approach was used to analyse the interview data. Findings from the interview suggested that in the organization, an employee especially a leader should show his full commitment towards innovative culture, he needs to be committed and supportive and communicate well with the employees and he also should provide attractive rewards to encourage the innovative culture for an effective management innovation. These determinant factors need to be considered as high significant for the public sector to develop new strategies or approaches in managing innovation towards sustaining their competitive advantages in a long term for the benefit of public.
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Khan, Sania. "Exploring the firm’s influential determinants pertinent to workplace innovation." Problems and Perspectives in Management 19, no. 1 (March 9, 2021): 272–80. http://dx.doi.org/10.21511/ppm.19(1).2021.23.
Повний текст джерелаАнотація:
Significant changes in organizations with good human resources (HR) practices can transform the workplace to a great extent. Although there is a fair amount of research on workplace innovation, most firms even now act as barriers to personnel growth and workplace innovation. This study proposed to explore various influential factors of firms from a holistic perspective that affect workplace innovation by adopting the principal component analysis (PCA) method to reduce the dimensionalities and better emphasize firms’ development. The useful data were collected using a survey questionnaire from one hundred and ninety-five (195) respondents from different Indian organizations. Totally forty-six sub-factors were identified and developed into nine significant organizational factors influencing workplace improvement viz., organization culture and environment, innovation process, resources, organization structure, corporate strategy, employee, knowledge management, technology and management, and leadership. The study suggested that any firm must emphasize these core determinants at the workplace to motivate the employees towards innovation and organizations to be competitive in the industry. The study invites firm policymakers, HR managers, and top management to formulate the best organizational strategies to encourage an innovative culture in firms. AcknowledgmentThe author(s) of this study acknowledges all the respondents who contributed their quality opinion and made this study possible and helpful in contributing to the industry.
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Kondratenko, Natalia O., and Hanna V. Zaporozhets. "Features of Innovative Corporate Culture in Organization Management." PROBLEMS OF ECONOMY 4, no. 38 (2018): 149–54. http://dx.doi.org/10.32983/2222-0712-2018-4-149-154.
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Hassan, Noor, Jaehoon Rhee, and Alisher Dedahanov. "Organizational Culture Influences on Creativity and Innovation: A Review." Global Political Review IV, no. II (June 30, 2019): 33–45. http://dx.doi.org/10.31703/gpr.2019(iv-ii).04.
Повний текст джерелаАнотація:
Due to the rapid change in technology, the world becomes more globalized, the success and survival of any organization build upon on its ability to stay creative and innovative. Innovation and creativity are the twin processes and have shown the greatest significance, achievement and sustainability to an organization. Innovation and creativity go hand in hand; greater creativity is a clue to more innovations. Innovation is one of the leading elements which inducing business success in a tremendously modest and vibrant way. The scholars and specialists have struggled to contribute to enhance and develop the awareness of the real management of innovation. Up to the present time, although the literature on innovation is growing quickly, very slight consideration has been waged to the administrative and executive matters relating to creativity. The aim of this paper is to review all the previous literature on the connection of organizational culture with creativity and innovation.
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Djuraev, Lukman Narzullaeyvich. "From The Culture Of Labor – To The Culture Of Entrepreneurship: A Traditional And Innovative Approach." American Journal of Interdisciplinary Innovations and Research 02, no. 10 (October 31, 2020): 63–68. http://dx.doi.org/10.37547/tajiir/volume02issue10-11.
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This article shows that through attitude to work, it is required to achieve youthualual and physical perfection, to be fully aware of the scientific, technical and economic foundations of the production processes, and to put in place enormous demands on the organization of vocational training and training in the system of continuous education.
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Do, Ben-Roy, Pi-Wen Yeh, and Jean Madsen. "Exploring the relationship among human resource flexibility, organizational innovation and adaptability culture." Chinese Management Studies 10, no. 4 (November 7, 2016): 657–74. http://dx.doi.org/10.1108/cms-01-2016-0022.
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Purpose Human resource (HR) flexibility is a firm-level capability that consists of employee skill flexibility, employee behavior flexibility, and HR practice flexibility. HR flexibility allows organizations to adapt and be responsive to changes in their environments. Findings from this paper indicate that if the organization is highly innovative and has flexible HR policies, then that influences organizational culture, risk-taking and experimentation within a firm. This paper has also revealed that process innovation mediates between adaptability culture and product innovation. It also revealed that managers should emphasize processes to improve efficiency for resource exploitation. The lessons learned from process innovation activities indicated that having a strong knowledge base assists a firm in developing innovative technology such as automation for manufacturing, handling and testing or simply smart manufacturing. Design/methodology/approach Questionnaires were sent to employees at 23 Taiwanese companies in high-tech industries, where innovation is the key to their survival, and 293 valid surveys were collected. Structural equation modeling, (SEM) using IBM SPSS Amos, was used to test the hypotheses. Findings The results fully support the hypotheses that HR flexibility positively influences adaptability culture and contributes to organizational innovation. Furthermore, it was found that adaptability culture has a direct impact on process innovation and an indirect impact on product innovation through process innovation. Originality/value The critical role of HR flexibility and adaptability culture on organizational innovation in the high-tech sector were highlighted. The importance of HR flexibility is emphasized to provide managerial hints to top managers.
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Fayyaz, Ayesha, Beenish Neik Chaudhry, and Muhammad Fiaz. "Upholding Knowledge Sharing for Organization Innovation Efficiency in Pakistan." Journal of Open Innovation: Technology, Market, and Complexity 7, no. 1 (December 24, 2020): 4. http://dx.doi.org/10.3390/joitmc7010004.
Повний текст джерелаАнотація:
The aim of this paper was to outline the factors that provoke the knowledge sharing intents of employees and contribute toward knowledge sharing processes that result in a better rate of innovation implementation by the organizations. This research follows a holistic approach to study ‘Knowledge Sharing’. Referring to the holistic approach, this study examined the relationship between knowledge sharing enablers, processes, and outcomes. Organizational level factors (Top Management Support, Organizational Rewards) and technology linked factors (Information and Communication Technology use) were studied to show their relationship to knowledge sharing processes (knowledge donating, knowledge collecting) and how knowledge sharing processes relate to innovation efficiency in organizations in Pakistan. Data were collected from employees of Lahore based organizations irrespective of their area of functioning and level of hierarchy in the organization. Structural equation modeling was employed to test the hypotheses using AMOS 20. The findings of the study indicate that top management support is very important in determining the knowledge sharing behavior of employees. However, organizational rewards and ICT use does not support employees in knowledge sharing activities. Finally, knowledge sharing processes are strongly related to organization innovation efficiency. This study provides guidelines to managers and organizations for establishing a knowledge sharing culture for innovative performance in the long run.
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Cheun, Sai On, Peter S. P. Wong, and Anna L. Lam. "AN INVESTIGATION OF THE RELATIONSHIP BETWEEN ORGANIZATIONAL CULTURE AND THE PERFORMANCE OF CONSTRUCTION ORGANIZATIONS." Journal of Business Economics and Management 13, no. 4 (September 17, 2012): 688–704. http://dx.doi.org/10.3846/16111699.2011.620157.
Повний текст джерелаАнотація:
The operation of organizations is very much influenced by their culture. Organizational culture (OC) has been defined as a pattern of basic assumptions that are manifested by the behavior of an organization. Positive OC is considered to be catalytic to performance enhancement. As construction aspires to be an efficient industry, this study aims to contribute in this regard by examining the relationship between organizational culture and the performance of construction organizations. Artifacts corresponding to OC identifiers and Performance indicators are short-listed from a literature review. These artifacts are arranged into constructs. The eight OC constructs are: Goal Clarity, Coordination and Integration, Conflict Resolution, Employee Participation, Innovation Orientation, Performance Emphasis, Reward Orientation and Team orientation. The performance indicator constructs are; Financial, Internal Business Process, Custom and Innovation & Learning. The artifacts were elaborated and operationalized for data collection. The constructs, as well as the OC-Performance relationship framework, were then analyzed and tested using Structural Equation Modeling. Innovation was found to be the most critical OC as far as performance of construction organizations is concerned. In today's knowledge based society, innovative organizations have proved to be the performers. This timely finding highlights the need for a culture that fosters creativity and supports innovation.
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Shalnieva, Polina. "Features of collective creativity and definition of creative potential in modern organizations." HUMANITARIUM 44, no. 1 (November 23, 2021): 160–68. http://dx.doi.org/10.31470/2308-5126-2020-44-1-160-168.
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The article provides a theoretical analysis of the problem of management of collective creativity in organizations. The relevance of identifying creative employees in companies and encouraging the manifestation of creative decisions among all staff, the importance of developing the creativity of the individuals and the group as a whole are substantiated. Studies that prove that creativity plays an critical role in the management of the organization and the company's competitiveness in the labor market are analyzed. The key concepts that underlie collective creativity are considered: creative decisions, creative abilities, innovative activity, favorable climate of the organization, etc. The specifics of creativity in connection with managerial and psychological aspects are revealed. There are two main categories of creativity research at the organizational level: the characteristics of members of the organization and the characteristics of the organization that promote and develop the creative abilities of employees. The characteristics of support for collective creativity in the organization are highlighted: strategy (strategies with an emphasis on innovation indicate the need for creativity and innovation in organizations), organizational culture (organizational culture that affects how employees value creativity, as a challenge to different subcultures to interact with each other to gain shared experience), methods (as the need for formal and informal methods to encourage interactions, methods that are developed in relevance to the specific needs and context of the organization), leadership (as support for creativity, where leaders could set goals for creativity and encourage employees to use the full potential of individual employees and collective creativity).
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Li, Wenjing, Tahseen Ahmed Bhutto, Ali Reza Nasiri, Hamid Ali Shaikh, and Fayaz Ali Samo. "Organizational innovation: the role of leadership and organizational culture." International Journal of Public Leadership 14, no. 1 (February 12, 2018): 33–47. http://dx.doi.org/10.1108/ijpl-06-2017-0026.
Повний текст джерелаАнотація:
Purpose The purpose of this paper is to approach the issue of how organizational innovation can be accelerated with the support of leadership structures and the organizational climate, specifically taking into account the top innovative universities of the world, which has not been found in previous empirical studies. Design/methodology/approach A survey, based on a deductive approach, is adopted since the questionnaire for organizational innovation is designed for organizations in order to measure organizational innovation, widely used by experienced employees from senior managers to all kind of employees (Caird et al., 2013) facilitating the European Commission work, whereas for transformational leadership, a Multifactor Leadership Questionnaire (Bass and Avolio, 1994) is utilized. A complete online questionnaire was developed for collecting data, and the PLS-SEM statistical technique is used for analysis and results. Findings Top innovative universities of the world mostly have a transformational leadership style directly triggering organizational innovation which is consistent with the previous studies, while transactional leadership is having a positive relationship with organizational culture and innovation, but the results were statistically insignificant. Research limitations/implications Based on this research and other previous studies, it is suggested that universities across the world ought to imply transformational leadership traits and style which have fostered organizational innovation in the top-ranked innovative universities in developed nations, whereas more factors needed to be studied so that comprehensive guidelines should be provided to universities and research institutes where innovation is stagnant and passive. Practical implications The finding has practical implications, suggesting that universities and research institutes should draft and implement guidelines where leaders with certain traits and norms can play a role to nourish an environment where stakeholders think outside the box, with learning and knowledge creation, and proactive contribution beyond responsibilities, obligations, and compulsion. Social implications This study has suggested that less innovative universities should draft and design leadership and cultural enriching plans so that society, organizations, and commercial firms could foster innovation, ultimately benefiting general public and society. Originality/value Very few of the scholars have investigated from the perspective of innovative universities, where knowledge is created and flows into organizations, either governmental or private, and society in general. As a result, this study aims to investigate how leadership has impacted the culture of knowledge creation and innovativeness in the top 100 innovative universities. So, this is among rare studies where universities are suggested to adopt innovation supporting culture and leadership.
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Sena, Afen. "THE INFLUENCE OF ORGANIZATIONAL CULTURE, JOB SATISFACTION, AND PROFESSIONAL COMMITMENT ON INNOVATIVE BEHAVIOR OF FLIGHT INSTRUCTORS AT THE CIVIL FLIGHT SCHOOL IN INDONESIA." WARTA ARDHIA 46, no. 1 (December 4, 2020): 1. http://dx.doi.org/10.25104/wa.v46i1.374.1-17.
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Abstract—In a dynamic and rapidly changing environment, innovation is the crucial factor for organizational success. Innovations that are needed primarily are innovations at the individual level or innovative behavior, which is a source of innovation at the organization level. This study aims to investigate the factors that influence the flight instructor's innovative behavior at flight schools in Indonesia, mainly based on organizational culture, job satisfaction, and professional commitment.
The study used a quantitative approach with a survey method with a sample of 98 flight instructors taken through simple random sampling. Data collection is using a questionnaire with a five-point Likert scale and data analysis using path analysis.
The findings in the study indicate that organizational culture, job satisfaction, and professional commitment have a positive direct effect on innovative behavior. Organizational culture is also indicating to have a positive direct effect on job satisfaction and professional commitment. Other findings show that job satisfaction does not directly effect on professional commitment.
Based on the results of this study, the factors of organizational culture, job satisfaction, and professional commitment must be positioned as a strategic factor in the process of organizational management at flight schools in order to obtain sufficient attention. These three factors must also be continuously improved to strengthen innovative behavior among flight instructors.
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Delias, Pavlos, Georgia Kyriakaki, Evangelos Grigoroudis, and Nikolaos Matsatsinis. "Innovation Management Software Exploiting Multiple Criteria Analysis." International Journal of Decision Support System Technology 4, no. 1 (January 2012): 30–42. http://dx.doi.org/10.4018/jdsst.2012010103.
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Innovation is a critical factor in building an organization’s culture of growth. Provided that it is properly blended with organizational development initiatives and aligned with the organization’s strategy, it supplies a compelling advantage for the growth process. Neglecting to encompass innovation in an organization’s culture could lead to shrinkage and even extinction, in the case of an intensively competitive market. Executive staff must consider innovative technologies and be aware of all growth opportunities. However, this staff is stressed under information overload. A need exists to reduce the information load and filter available technologies according to the specific needs of the organization. In this paper, the authors propose a recommendation approach to match the needs of an organization against existing technologies (innovative products or services). The organization expresses its customized needs by declaring its preferences over a small reference set of indicative technologies. Each technology is characterized by multiple attributes, in a way that the organization ultimately expresses the trade-offs between the attributes’ significance weights. This information is used to create the organization’s profile. The profile guides a recommendation process, according to which available technologies are evaluated against the profile and proposed to the organization in a descending order.
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Chandler, Gaylen N., Chalon Keller, and Douglas W. Lyon. "Unraveling the Determinants and Consequences of an Innovation-Supportive Organizational Culture." Entrepreneurship Theory and Practice 25, no. 1 (October 2000): 59–76. http://dx.doi.org/10.1177/104225870002500106.
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The current research identifies constructs that are supportive of an innovative culture in small to medium-sized enterprises. A sample of 429 employees in 23 small to medium-sized manufacturing firms was used to identify constructs associated with an innovative culture. Supervisory support and reward system support are both positively related to an innovative culture. Perceived work overload is negatively related. Companies with cultures supportive of innovation tend to be smaller, have fewer formalized human resource practices, and less munificent resources. There is no direct relationship between an innovative culture and firm performance; however, when the competitive environment is changing rapidly firm earnings are enhanced by an innovative culture.
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Zacharoula, Lykopoulou. "EDUCATION MANAGEMENT AND THE IMPACT OF INNOVATION." Volume 8, Issue 2 v8, no. 2 (November 10, 2020): 183–96. http://dx.doi.org/10.37708/ep.swu.v8i2.15.
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This study concerns higher education in Greece, as applied today and in the forthcoming years and its aim is ternary; firstly, the study on the implementation of international innovation indicators in education, secondly the use of innovative teaching practices and finally the relationship between different organizations and its impact on innovative educational practices. The primary research contacted with the use of a questionnaire on a sample of 471 teachers all over Greece. The findings among others show that the higher the level of innovation regarding educational services, the higher also is the level of innovation on educational processes. Moreover, the higher the level of innovation regarding educational services, the higher also is the level of innovation on business organization, and the higher the level of innovation regarding educational processes, the higher also is the level of innovation on business organization. The importance of this work lies in its contribution to the description and definition of the concept, characteristics and operation of organizational innovation in the context of education, as well as the possibility of its use by the supervisors and teachers of the specific school level for better understanding and management of the culture of each school unit.
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Bichurova, Iva. "INNOVATIVE PROFILE OF ORGANIZATION." Knowledge International Journal 31, no. 1 (June 5, 2019): 231–34. http://dx.doi.org/10.35120/kij3101231b.
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The goal of each innovation strategy reflects the goals of the overall strategy and shows the directions of innovation activity - products, processes, markets or combinations. Сoncretization is needed, for example in the field of processes, technological specialization, the priority of existing or new technologies, the priority of production technology, logistics, sales or service. Building a profile chart of the innovation potential of the organization and comparing it with a major competitor can serve as a way to improve corporate innovation. The еvaluation of the indicators in it is done in a relative ball scale, usually five degrees. Among the main features that determine the innovation potential are strategic management, corporate culture and organization, the company's availability of resources, the company's availability of information. Traditional approaches yield the comparability of indicators that are defined in a way that can be related to the intensity of the innovation process. The annual budget for research and investigations, the number of patents, the number of innovative projects over a given period of time, the number of new funds, the number of products invested in production in the last three years or the volume of sales of new products .Also, possible areas of innovation activity are determined by the use of firm strengths and the favorable opportunities of the external environment. The assessment of the company situation and position through the popular SWOT analysis method covers the four situation variables - internal strengths and weaknesses of the company, external opportunities and threats to their characteristics. On this basis a situation analysis of a hypothetical firm is presented. Because the possible Product - Market - Technology combinations are many, they are limited by exploring the specific business opportunities and rules in the industry.
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Hidayah, Kemal, Mayahayati Kusumaningrum, Fani Heru Wismono, and Rustan Amarullah. "Aktualisasi Budaya Inovasi Pada Organisasi Sektor Publik." Jurnal Borneo Administrator 14, no. 3 (December 2, 2018): 249–66. http://dx.doi.org/10.24258/jba.v14i3.402.
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Innovation is the key to improve organizational performance. The development presently requires the actualization of innovation culture as a continuous improvement in the organizations' services. This paper presents an overview of the application of innovation culture in public sector organizations namely Investment and Integrated Licensing Offices (DPMPTSP) of Samarinda City, as well as factors that influence the success of actualizing the culture of innovation in this organization. This research is a qualitative research with a descriptive approach. The application of an innovation culture in DPMPTSP of Samarinda City has been relatively optimal, as evidenced by the various achievements and awards that have been achieved. Afterwards, the factors that influence the success of the actualization of innovation culture in DPMPTSP of Samarinda City are mainly by visionary and innovative leadership, reliable human resources, high team collaboration, and budget support. In addition, it can also be analyzed that the innovation culture in this organization has relatively implemented a holistic model of innovation culture.
Keywords : Innovation, Innovation Culture, Organization, Public Service
Abstrak
Inovasi merupakan kunci untuk meningkatkan performa organisasi. Perkembangan zaman menuntut aktualisasi atas budaya inovasi sebagai perbaikan terus menerus atas pelayanan organisasi yang ada. Tulisan ini menyajikan gambaran mengenai penerapan budaya inovasi dalam organisasi sektor publik yakni DPMPTSP Kota Samarinda, serta faktor-faktor apa saja yang mempengaruhi keberhasilan aktualisasi budaya inovasi dalam organisasi tersebut. Penelitian ini merupakan penelitian kualitatif dengan pendekatan deskriptif. Hasil penelitian ini menunjukkan bahwa penerapan budaya inovasi di DPMPTSP Kota Samarinda relatif sudah berjalan optimal, terbukti dengan berbagai capaian dan penghargaan yang telah dihasilkan. Adapun faktor-faktor yang mempengaruhi keberhasilan aktualisasi budaya inovasi di DPMPTSP Kota Samarinda utamanya adalah kepemimpinan visioner dan inovatif, sumberdaya manusia yang handal, kerjasama tim yang tinggi, dan dukungan anggaran. Selain itu, juga dapat dianalisis bahwa budaya inovasi pada organisasi ini relatif sudahmenerapkan model holistik budaya inovasi.
Kata Kunci : Inovasi, Organisasi, Budaya Inovasi, Pelayanan Publik
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Napitupulu, Anggiat, Sohirin Sohirin, and Bobby Briando. "BUILDING A "SURE ACTUAL" IMMIGRATION ORGANIZATIONAL CULTURE CREATING "SURE ACTUAL" ORGANIZATION CULTURE IN IMMIGRATION." Jurnal Ilmiah Kajian Keimigrasian 2, no. 2 (October 20, 2019): 1–12. http://dx.doi.org/10.52617/jikk.v2i2.53.
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This study aims to develop a concept of Immigration’s organizational culture known as “PASTI AKTUAL”, the acronym for Professional, Accountable, Sinergy, Transparent, and Innovative. While AKTUAL stands for Active, Creative, Trusted, Prominent, Credential and Logic. This article uses a qualitative descriptive approach. The data are collected from various literatuures and resources such as scientific journals, relevant book, and other academic resources. The results of the study shows that the organizational culture based on “PASTI AKTUAL” has been accordance with Immigration core values and organizational vision. However, to internalize these values into individual action in order to creating new organizational culture, Immigration needs a role model in leadership, effective communication, appropriate training, and practical action.
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Wu, Li-Fan, Ing-Chung Huang, Wei-Chang Huang, and Pey-Lan Du. "Aligning organizational culture and operations strategy to improve innovation outcomes." Journal of Organizational Change Management 32, no. 2 (April 8, 2019): 224–50. http://dx.doi.org/10.1108/jocm-03-2018-0073.
Повний текст джерелаАнотація:
Purpose Innovation is a key factor in assessing organizational success. The purpose of this paper is to examine how the organizational culture and operations strategy impact organizational innovation. It explores the influence of various combinations of organizational cultures and operations strategies on a firm’s ability to innovate both in process and product. Design/methodology/approach A conceptual model is developed which attempts to explain how the reciprocal and dynamic interactive relationship between organizational culture and operations strategy and innovation is structured. In total, 233 valid questionnaires were collected from 17 small- and medium-sized enterprises (SMEs) in Taiwan. Structural equation modeling was used to investigate the direction and strengths of the relationships and develop a comprehensive picture to illustrate the drivers of successful innovation. Findings The analysis and conclusions confirm the suitability of Culture–Strategy–Innovation Model and the detailed results demonstrate that a combination of innovative organizational culture and flexibility-oriented operations strategy has the strongest influence on a firm’s innovation process thereby improving their innovative organizational outcomes. Practical implications Although based on Taiwanese manufacturing industries these results provide useful insights for manufacturing industries in general. In alternative contexts, the combination of different dimensions of culture and strategy can be expected to cause different levels of success in innovation. This study provides robust evidence to explain the organizational climate needed to guide the innovative and flexibility considerations needed for SMEs in the manufacturing industry. Originality/value This is an empirical study which specifically investigates the activities of SMEs in the metal/plastic manufacturing industry in Taiwan and in particular examines organizational culture, operations strategies and innovation. The research model proposed and confirmed offers a new multi-dimensional structure of culture and strategy linked with their various related dynamic interrelationships and the drivers that impact organizational innovation.
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Kunina, Elena V. "THE ROLE OF ORGANIZATIONAL INNOVATIONS IN THE DEVELOPMENT OF RUSSIAN ENTERPRISES." RSUH/RGGU Bulletin. Series Economics. Management. Law, no. 1 (2021): 16–27. http://dx.doi.org/10.28995/2073-6304-2021-1-16-27.
Повний текст джерелаАнотація:
This article discusses the current state and main trends in the development of innovative activities of the enterprise. In recent years, there has been an increasing trend towards the formation of divisions by enterprises in order to secure an innovative development as well as departments for the development of innovative projects and the creation of Lin laboratories. Implementation of such innovative projects and introduction of innovations in enterprises is the main factor of market competition. It is determined that the intensity of innovative developments and improving the quality of human resources increase the level of competitiveness of the enterprise. Still a significant factor in the innovation activity of the enterprise is the proper need of the enterprise for innovations and the desire to implement them. It is worth focusing on organizational innovations in more detail, since that is the area where the largest decrease in the share of organizations by 0.6% in 2018 compared to 2015 is observed. It is exactly the type of innovations that affects the process of personnel management to a greater extent. Organizational innovations are subject to the fashion fluctuations, and companies are increasingly trying to implement the principles and methods of managing the turquoise organizations as innovative changes. A significant sign of the company’s innovative activity is the proper need of the company for innovations and the desire to implement them. The most common issues of innovative development of Russian enterprises are considered. For example, a key issue of implementing organizational innovations is the discrepancy between fashionable new trends and corporate culture. It is worth noting that at each stage of the company’s development, there is a change in the type of culture. In practice, Russian companies are at the stage of a culture of strength: few of them, while maintaining a culture of strength, have skipped the stage of rules and discipline and are implementing their activities with elements of a culture of success. Methods and tools of personnel management should be used taking into account the specifics of the type of culture in the enterprise. Examples of successful and unsuccessful implementation of innovations in the enterprise are given, taking into account the specifics of the type of culture, as well as the consequences of using these innovations. It is considered as completely unacceptable if an organization uses tools that are not appropriate for the next level of corporate culture, but for an even higher level. It is worth noting that the introduction of innovations is impossible without defining the strategy, goals and concept of development at the enterprise.
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Omelyanenko, Vitaliy, Inna Semenets-Orlova, Olena Khomeriki, Lyudmyla Lyasota, and Yuliia Medviedieva. "Technology transfer management culture (education-based approach)." Problems and Perspectives in Management 16, no. 3 (September 20, 2018): 454–63. http://dx.doi.org/10.21511/ppm.16(3).2018.36.
Повний текст джерелаАнотація:
Research deals with the analysis of theoretical aspects of increasing the competence of scientists and experts, whose task is to work with technology as a good promotion of technology on the market with a view to its commercialization or search for technological solutions according to the tasks of the organization and to examine the startup methodology as a tool of improving the technology transfer skills efficiency. The new specifics of technology transfer management within the Education 3.0 paradigm are considered. In the paper, the authors analyze the technology transfer as important source of innovation creation and an integral part of business development. Target result of technologies introduction, implemented within limited period with limited resources as an innovative purpose of technology transfer, which is aimed at the best possible development of organization, is identified. The paper also suggests consider¬ing processes of technology development and technology transfer based on startup methodology.
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Tian, Mu, Sylvia Rohlfer, Yajun Wu, and Haifeng Yan. "Does Confucian Culture Promote Innovation? An Empirical Investigation of a Leading Organization in the Field." management revue 33, no. 1 (2022): 82–107. http://dx.doi.org/10.5771/0935-9915-2022-1-82.
Повний текст джерелаАнотація:
Based on their growing innovation capabilities, Chinese companies have become important players in the global innovation arena. Among the factors influencing these firms’ innovation, cultural values have increasingly attracted scholars’ attention. However, research on the relationship between one of the key elements of traditional Chinese culture, Confucianism, and innovation remains scarce. By focusing on two core elements of Confucianism, we extend the innovation contingency literature in examining whether Confucianism is associated with management and product innovation at the firm level in China. Through an empirical examination of a highly innovative private company in China’s premium kitchen appliance market, we find that Confucianism, as reflected in innovative management practices, can foster product innovation. Specifically, benevolence as a Confucian virtue can trigger innovation by forcing a user-centred focus and widening managers’ perspectives of stakeholder interests. Another Confucian principle, the Doctrine of the Mean, can also boost innovation by yielding harmony with surrounding elements, such as users, space, and nature, and defining the employee-management relationship.
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Hepner, Lionel. "Innovative reward as a strategical culture designer." Strategic HR Review 18, no. 1 (February 11, 2019): 13–16. http://dx.doi.org/10.1108/shr-10-2018-0086.
Повний текст джерелаАнотація:
Purpose The paper intends to share with the reader some ideas that position the management of compensations as a strategic factor for the organizational culture shaping. Design/methodology/approach The author shares some ideas and examples that demonstrate how we could understand reward management as a key aspect of HR strategy. Through practical examples, will show why it has a deep impact on the so-called soft areas of HR. A strategic compensation model is introduced for the promotion of culture of innovation and the creation of new businesses through the employees of the organization. Findings Reward systems are part of a fundamental strategy to modelize organizational culture through the installation of symbols that has direct impact on the employee value proposition. Thinking Outside the Box can be promoted within employees through reward systems, so they can create new businesses according to the nowadays VUCA context. We are living in a volatile, uncertain, complex and ambiguous world that forces us to open our minds and be prepared to change with agility the products and services that our companies offer. An HR professional can modelize the employee value proposition through intelligent rewarding systems Originality/value This paper presents innovative ideas to manage the human resources strategy through reward systems. This scheme represents a new paradigm of human resources management to lead the current business challenges through people.
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Sinha, Shruti, Pushpendra Priyadarshi, and Pankaj Kumar. "Organizational culture, innovative behaviour and work related attitude." Journal of Workplace Learning 28, no. 8 (October 10, 2016): 519–35. http://dx.doi.org/10.1108/jwl-06-2016-0055.
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Purpose This study aims to examine the role of psychological empowerment (PE) in mediating the relationship between organizational culture, innovative behaviour and work-related attitude. Design/methodology/approach Data were collected in two phases from a total sample of 324 middle- and senior-level executives working in India through a completed self-report questionnaire. Findings The results show a significant relation between organization culture, PE and work-related outcomes. PE fully mediated the relationship between adaptability and mission culture and innovative behaviour. PE also fully mediated the relationship between consistency and adaptability culture and job satisfaction; adaptability culture and commitment; and involvement culture and turnover intentions. Research limitations/implications Cross-sectional design undermines the causal conclusions derived from the findings. Generalizability is limited, as the study was set up in India. The research highlights the role of PE for innovative behaviour and other work-related attitudes. Originality/value The study establishes the linkage between organizational culture, PE, work-related attitude and innovative behaviour, thus extending the PE theory.