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Organizational Innovation and Performance: The Problem of "Organizational Lag"
Abstract
The organizational lag model, which postulates that a discrepancy exists between the rates of adoption of technical and administrative innovations, is applied to study the impact of adoption of types of innovation on organizational performance. Four hypotheses were derived from this model and were tested in a sample of 85 public libraries. It was found that: (1) libraries adopt technical innovations at a faster rate than administrative innovations; (2) administrative and technical innovations have a higher correlation in high-performance organizations than in low-performance organizations; (3) the degree of organizational lag is inversely related to organizational performance; and (4) the adoption of administrative innovations tends to trigger the adoption of technical innovations more readily than the reverse.
... Many researchers focus on the general difference between the enterprise's technological and administrative system, in which the management and technological systems mainly create changes in the enterprise's operational and management system. According to Damanpour & Evan (1984), technological innovation refer to "the implementation of new idea for product or service or applying new elements into manufacturing process or service activities". ...
... Typically, Azar & Ciabuschi (2017) state that organizational innovation as 'the creation and implementation of a new method, procedure, structure or management technique for modern technology and aimed to improve the goals of organization". Meanwhile, Damanpour & Evan (1984) also said that "administrative innovation" is an innovation that occurs in the social system of an organization (e.g., new rules, roles, procedures, and structures). Hamel (2006) also introduces a terminology "management innovation", describing it as "a distinct departure from traditional management principles, processes, and practices, or a deviation from conventional organizational forms that significantly changes the way managerial work is performed." ...
... For organizational innovation, this is a process that innovative activities are often implied through restructuring or renovating the structure of an organization, or a company, with the goal of improving productivity, enhancing performance, creating adaptability for business environment (Damanpour & Evan, 1984). In this case, innovation specifically includes reconstructing organizational system, reorganizing human resources, or changing how different departments operate to optimize and improve employee's benefits. ...
The paper utilizes a sample of 7,647 SMEs derived from the GSO 2022 survey. The regression model is employed to assess four innovative elements: product/service, organization, manufacturing process, and research and development approach. Among the four components, production innovation does not significantly affect business performance. This can be elucidated by the fact that micro-enterprises constitute 78% of businesses, making production innovation insignificant to their operations. Product, organizational, and R&D innovations significantly impact firm performance. Additionally, the study revealed that the age of company leaders influences organizational effectiveness. As the age of the firm owner increases, business performance enhances. This can enhance the experiential component for business owners who acquire greater business acumen. Likewise, firm leaders possessing advanced educational qualifications enhance the performance of SMEs. Large enterprises typically enhance their performance. Generally, despite SMEs prioritizing R&D innovation, they are constrained by insufficient financial capital and the limitations of small enterprises, which restricts the innovation activities of SMEs.
... Esta pesquisa buscou em termos de objetivo analisar a implementação do orçamento alinhado à inovação de produtos em uma empresa do segmento de telecomunicações. No estudo a inovação de produtos refere-se à adoção de um produto gerado internamente que é novo para a organização adotante, seja de natureza radical ou incremental (Damanpour & Evan, 1984;Henri & Wouters, 2020). A estratégia de inovação de produtos assumida neste estudo é a classificação radical e incremental (Shahin et al., 2021). ...
... Com relação às inovações, existem aquelas radicais que produzem mudanças significativas e representam um desvio relevante das práticas consolidadas e as inovações incrementais, que geram mudanças menos significativas. Existem, ainda, as inovações técnicas referentes a novas tecnologias, produtos e serviços e as inovações administrativas, relacionadas a novas formas, procedimentos e regras organizacionais (Damanpour & Evan, 1984). Para os propósitos deste estudo, o foco recaiu sobre inovação incremental e radical de produtos e administrativa. ...
... Os gatilhos para a adoção da inovação no orçamento envolvem fatores que incentivam a administração a adotar uma abordagem inovadora (Chenhall & Langfield, 1999). Na empresa estudada, esses gatilhos estão ligados às inovações nos produtos -incrementais e radicais (Damanpour & Evan, 1984). Inovações incrementais fazem parte de rotinas regulares e modificam o produto em poucos aspectos, como a alteração de um componente com mais qualidade e eficiência. ...
This study examines the implementation of budgeting aligned with product innovation in a telecommunications company. It is a qualitative and descriptive research conducted through a case study in a large Brazilian company in the telecommunications sector. Data were collected and analyzed through semi-structured interviews, documents, and observations, adopting the framework of Chenhall and Langfield-Smith (1999) and focusing on the budget as an instrument of administrative innovation. The results indicate that one of the main triggers for budget implementation is radical product innovation, due to its impact on revenue, investments, and enhanced control. The evidence highlights the budget implementation process as a managerial tool contributing to innovation. This research contributes to managerial literature by exploring the connections between formal controls and innovation, which present ambiguous results in the literature, while demonstrating that budgetary interactions can foster radical product innovations.
... Du point de vue théorique, la croissance des entreprises est due à la combinaison des facteurs de production. Au-delà de cette combinaison, le paradigme actuel lié à un contexte concurrentiel turbulent et à des exigences accrues des clients met l'accent sur la capacité d'innovation pour expliquer l'avantage compétitif des entreprises ( Damanpour, Evan, 1984 ;Ichijo, Nonaka, 2006). Certes, le Forum économique mondial combine 114 indicateurs regroupés en 12 piliers pour expliquer la compétitivité des nations, mais le pilier de l'innovation seul y joue un rôle important (Feldman et al., 2019). ...
... Ces innovations non-technologiques se déclinent en innovations organisationnelles ou managériales qui permettent de s'adapter, de s'ajuster à l'évolution du marché, de s'aligner sur les stratégies concurrentielles et de maintenir une position concurrentielle sur le marché (Petrakis et al., 2015 ;Riyadi, Sumardi, 2017). L'innovation managériale est une idée nouvelle (Van de Ven, 1986), une combinaison des idées anciennes (Damanpour, Evan, 1984), une combinaison nouvelle de moyens et matériels dans le processus de gestion (Gilbert, 2016), un schéma ou une compétence unique à l'entreprise (Hamel, 2006), qui déroge aux principes traditionnels de gestion, des processus et des nouvelles pratiques ou méthodes de management. L'innovation managériale à travers le changement de pratiques, de processus, de structures ou de techniques de gestion, et le changement dans la structure d'organisation, inscrit l'entreprise dans une perspective d'évolution (Boubakary et al., 2021). ...
L’objectif de ce travail est d’évaluer l’influence de l’innovation managériale sur la compétitivité des entreprises. Ce travail utilise un modèle Probit bivarié récursif appliqué aux micro-données de 1897 entreprises du Cameroun, de la Côte d’Ivoire et du Sénégal. Les analyses montrent une forte significativité de l’adoption d’innovation managériale sur la compétitivité des entreprises grâce à l’introduction de nouvelles méthodes d’organisation en termes de changement dans la pratique de gestion, la structure organisationnelle et le processus de gestion. L’étude confirme ainsi que l’innovation managériale est un levier de la compétitivité des entreprises grâce aux gains de productivité et à l’avantage concurrentiel que représentent les meilleurs prix par rapport à ceux des concurrents. Cependant, d’autres variables comme la taille de la firme, l’utilisation des TIC, la coopération interentreprises et l’image de marque des produits influencent significativement la capacité des entreprises améliorer leur part de marché.
... A inovação gerencial é importante para as organizações, pois além de introduzir mudanças que promovem a eficácia da organização (Damanpour & Evan, 1984, Damanpour, 1987, Damanpour & Aravind, 2012, Damanpour & Magelssen, 2015, é antecessora dos demais tipos de inovação, como as inovações técnicas (Favoreu, Maurel, Carassus, & Marin, 2018;Janka, Heinicke, & Guenther, 2019). Nesse sentido, entende-se que se a organização não tiver flexibilidade para alterar práticas, processos, estruturas ou técnicas de gestão, por exemplo, também não conseguirá inovar em produtos, processos de produção, tecnologia, entre outros. ...
... Uma inovação gerencial é efetivamente adotada quando colocada em prática na organização (Damanpour & Schneider, 2008) e deve resultar em uma mudança organizacional (Damanpour & Evan, 1984). Segundo Damanpour (1987) a inovação gerencial é um meio de introduzir mudanças. ...
Objetivo: O estudo tem como objetivo caracterizar como a inovação gerencial foi incorporada ao Sistema de Controle Gerencial (SCG) em uma organização do setor de metalurgia. Método: Trata-se de um estudo qualitativo, descritivo e estudo de caso em uma organização listada na B3, do setor de metalurgia. A inovação gerencial emergiu do caso de estudo, sendo representada por um novo modelo de gestão. A coleta de dados ocorreu por meio da realização de entrevistas, documentos e observação. A análise de conteúdo foi utilizada para analisar os dados, com o auxílio do Software Nvivo. Resultados: Verifica-se que a organização tem focado em novos sistemas de controle, em informações contábeis e de gestão, que permitem agilidade e assertividade na tomada de decisão. A prática gerencial de definição e acompanhamento de indicadores e estruturação de procedimentos internos requer um processo gerencial voltado ao desempenho dos colaboradores, planejamento estratégico e orçamento. A tecnologia da informação permite sistemas que facilitam as operações e processos. As mudanças no sistema de gestão de custos melhoraram as análises e proporcionaram redução de custos, favoreceram a criação de novas linhas de produtos e novos mercados. Essas ações permitem transparência externa, o que reflete em novas parcerias e fortalecimento das relações externas. Contribuições: Os insights gerados pela inovação gerencial incorporada ao SCG permitem que as empresas definam e acompanhem indicadores de desempenho, utilizem procedimentos internos, busquem por agilidade e assertividade na tomada de decisão, valorizem e reconheçam o desempenho dos colaboradores, invistam no planejamento estratégico e orçamento, na gestão de pessoas, em Dashboard de KPIs, em novas parcerias e fortalecimento das relações com empresas, clientes, fornecedores.
... It might be discussed that although innovation may be necessary for some improvements, it's only if the technology can be taken advantage of in a commercial sense that it brings about innovation. Another, though a smaller amount popular approach of identifying invention coming from creations has become able to claim that innovation pertains to new concepts generally while inventions are concepts that have been brand-new in just a certain situation (Van de Ven et al., 1989;Damanpour &Evan, 1984 andDamanpour, 1987). From one more perspective, a difference exists between innovation and research & development, where the research & development may be indicated to be attentive in the responsibility regarding means in the research plus the modification about the philosophies intended at your progress regarding profitable possible products and techniques whereas innovation is concerned having subsequent product or service progress process. ...
This study examines the relationship between product innovation and the sales volume of companies and digs out the impact of product innovation factors on the sales volume of companies. Data was collected from general managers, operation managers, sales managers, marketing managers, and owners of the companies situated in Multan, Lahore, Khanewal, and Bahawalpur of four types of industries, like beverages, FMCG, textiles, and manufacturing, by using a convenience sampling technique. A total of one hundred and ten questionnaires were considered useable for regression analysis. Many companies promote their products by adopting product innovation with the help of customer perception, advertising, research and development, and their financial position with marketing exertions. Significant factors from the technique were conducted to see whether these have a positive or negative relationship with the number of significant factors that can be responsible for increasing the companies' sales. The results show that product innovation under different factors (moderator variables) significantly increases the sales volume of the companies. So, to increase sales through product innovation, certain measures need to be adopted in these companies in the future.
... (1) Technological innovation is defined as the implementation of an idea for a new product or service or the introduction of new elements into an organization's production process or service operations (Damanpour and Evan, 1984). ...
Purpose
The objective of this study is to analyze the influence of the following variables – technological innovation, creativity and innovation management and business model innovation – on two variables: value creation in companies and value capture in companies.
Design/methodology/approach
The sample consisted of 222 informants employed by companies listed in the Top 1,000 in the city of Lima. A questionnaire was designed to examine the five variables under study (three independent variables and two dependent variables). Confirmatory and structural factor analyses were performed using structural equations with the SPSS AMOS software.
Findings
The study shows that value capture is influenced by technological innovation, creativity and innovation management, as well as business model innovation, while value creation is influenced only by technological innovation and business model innovation.
Research limitations/implications
One limitation of this study is that its results are generalized for companies from different business sectors, so its conclusions cannot be associated with specific business sectors. Another limitation of the study is that the data from this research are cross-sectional, so the relationships found between the study variables are not sufficient to establish a definitive causal relationship.
Practical implications
For executives, this study offers valuable insights into the significance of their management roles in driving innovation, particularly concerning the dual objectives of value creation and capture within their organizations.
Originality/value
A research model is proposed to identify the factors that influence value creation and value capture in companies in a developing country, where consumers have different purchasing power and purchasing preferences compared to consumers in developed countries. Executives focus their efforts on creating and implementing innovative ideas only if they perceive that doing so will achieve monetary results, and it is necessary to emphasize the innovation of internal processes to create value in a way customers will perceive.
... Therefore, innovation can concern and affect very important aspects of the internal part of an organization. Furthermore, organizational innovation can involve changes in organizational structures, modification of the behaviors and beliefs of human resources (or interest groups, etc.) (Knight, 1967) and the introduction of new rules, roles and procedures (Damanpour & Evan, 1984). According to many authors (Birkinshaw et al., 2008;Birkinshaw & Mol, 2006;Hollen et al. 2013), organizational innovation can be understood as management activities related to goal setting, employee motivation, coordination of activities and decision making. ...
In today’s era, where continuous change is considered as the only constant, the concept of innovation is a very important element in relation to achieving organizational success, survival and growth. At the same time, organizations are under constant pressure. The acquisition of significant resources (such as capital, etc.) may have been sufficient to develop a competitive advantage for organizations in the past, but in today’s era a significant paradigm shift has occurred (resource-based view to knowledge-based view). Organizations in the present time, cannot be satisfied with just acquiring essential resources, but must be able to respond to continuous changes, in innovative and creative ways. The modern problems that organizations face can be continuous, unpredictable and more complex than ever. At the same context, customers and interest groups are more informed than ever, on a continuous basis, and are able to access and analyze information that has to do with the business models, strategies and internal reality (to some extent) of the organizations. This environmental complexity has led to the emergence of the concept of innovation as a central, contemporary variable. Innovation and the ability to continuously achieve its outcomes, is considered to be a critical element in terms of managing uncertainty, competition that arises and developing a sustainable competitive advantage. Failure to achieve innovation can constitute a viable threat to the very existence of modern organizations. The research technique adopted was that of the case study.. The case study research technique is a qualitative method that focuses on an in-depth, contextual analysis of a specific “case” or phenomenon. This method is widely applied across disciplines such as education, social sciences, business, etc. enabling researchers to explore complex issues within their natural settings.
... . 혁신에 영향을 미치는 주 요 요인으로는 조직의 구조, 문화, 보상 시스템 등 조직 차원 의 특성들이 있다 (Damanpour & Evan, 1984). ...
This study analyzed the mediating effects of work–life balance and job crafting on the relationship between beauty workers’ occupational identity and innovative behavior to provide basic data to promote innovative thinking and improve job satisfaction among beauty workers. A total of 429 questionnaires were used for Mean and standard deviation, skewness, kurtosis for each variable, frequency analysis and correlation analysis using Spss 24.0 WIN, and the model fit indices of the structural equation model were RMSEA index, which is an absolute fit index, and IFI, TLI, and CFI index, which are incremental fit indices. The mediation effect was tested by Bootstrap using phantom variables. The resulting path coefficients showed that the effect of occupational identity on innovative behavior was insignificant, and the effects of occupational identity and work–life balance, occupational identity and job crafting, work–life balance and innovative behavior, and job crafting and innovative behavior were significant and static. In addition, the indirect effects of occupational identity on innovative behavior through work–life balance and the indirect effects of occupational identity on innovative behavior through job-crafting were confirmed, and the indirect effects of work–life balance and innovative behavior were statistically significant.
... Since innovation is commonly associated with technology and usually consists of introducing an innovative product, many authors have shifted their focus towards non-technological innovations. This is how "administrative innovation" (Evan, 1966& Damanpour, 1987, "organizational innovation" (Daft, 1978;Ayerbe -Machat, 2003), recently followed by the "managerial innovation" (Birkinshaw & Mol, 2006;Hamel 2006;Damanpour & Aravind, 2012;Jaouen & Le Roy, 2013) were first introduced as counterpoint to this perspective. ...
This narrative literature review seeks to provide an understanding of the factors of emergence and success of business clusters in Morocco. Based on the findings, business clusters play a pivotal role in fostering economic growth and innovation in the country and the vitality of a thriving business cluster rests on its ability to
stay current with the rapid shifts in industries. To ensure sustained success, it is imperative for clusters to navigate these industry dynamics, adapting to changes, seizing opportunities, and avoiding stagnation. Beyond mere adherence to established principles, constant vigilance and adaptability play pivotal roles in the enduring success of business clusters
https://cnpsi.com/PBS/Vol17/EGCI-17.pdf
... Technological innovation capability refers to the ability to integrate the processes of developing new technologies, producing products, and creating markets (Damanpour & Evan, 1984). Nam et al. (2022) define it as the capability to achieve technological innovation. ...
Open innovation refers to companies overcoming the limitations of existing resources-such as knowledge, technology, R&D, and innovation capabilities-in a rapidly changing and highly competitive environment by utilizing external resource exchanges and knowledge mediation, alongside their internal capabilities. Innovation intermediaries involved in open innovation primarily facilitate collaboration, connect innovation entities, and provide stakeholder services. To analyze the role of innovation intermediaries from the perspectives of resource dependence theory and core competency theory, this study conducted an in-depth analysis of open innovation cases between a large company L and startup E and between a large company H and startup M. The results of the study show that, first, innovation intermediaries resolve resource imbalances between companies and promote open innovation. Second, innovation intermediaries help companies strengthen their core competencies to secure a competitive advantage. Additionally, as demonstrated through insights from the two open innovation cases examined in this paper, it was confirmed that innovation intermediaries must make efforts to connect startups with investors or provide follow-up funding even after open innovation. The significance of this study lies in confirming the critical role of innovation intermediaries in the open innovation process and highlighting the continued need for financial support to startups after open innovation.
... Innovation is integral to the growth, sustainability and success of any organisation within our rapidly evolving global economy. Innovation is the successful exploitation of new ideas that deliver new and enhanced services and products to market, enhance business processes, improve efficiency and, most importantly, boost business profitability (Daft, 1978;Damanpour and Evan, 1984). However, failure rates in innovation projects remain high, often with devastating consequences that can potentially cost millions of dollars (Shenhar and Dvir, 2007;Marwa and Zairi, 2008). ...
Inherent uncertainty in innovation projects is a management challenge for organisations. This study examines the impact of intra-organisational collaboration on reducing uncertainty in innovation projects, along with the role of organisational learning in facilitating this relationship. It draws on empirical data collected from 249 managers of innovation projects and analysed using Structural Equation Modelling. The results confirm that intra-organisational collaboration, with its five dimensions, reduces uncertainty in innovation projects and leads to organisational learning. Our paper provides empirical evidence for the first time that effective organisational practices reduce innovation project uncertainty, providing important insights for practitioners on the importance of investing in enhancing organisational learning and collaborations to increase the success of innovation projects.
... Damanpour emphasizes that organizational innovation encompasses changes in administrative and management practices in public organizations (Damanpour, 2014). It also involves changes and continuity in organizational structures, modification in community behavior, trust, new rules, roles, and procedures (Damanpour & Evan, 1984). Organizational innovation is also conceptualized as a framework with determinants such as the role of leadership in the organization, managerial levels, and business processes. ...
Agile governance plays a crucial role in developing agile innovation to enhance performance in Palu Municipality. This
study examines the critical success factors of agile innovation management (AIM) in the government of Palu Municipality. This
study employed an exploratory survey and a quantitative method to collect data through questionnaires, with analysis conducted
using the Structural Equation Modeling (SEM) method. The findings identify end-user involvement, technology development,
organizational innovation, and agile methodology for service innovation as crucial success elements in achieving effective AIM.
... Technological innovation. Prior research on technological innovation by Damanpour and Evan (1984) refer technological innovation as a new idea for new products or services in an industry's service operation or production process. Technological innovation plays a key role in attaining firm sustainability and performance (Crane, 1977). ...
While environmental social governance (ESG) and technological innovation are important foundations for corporate sustainability, how ESG activities and technological innovation impact corporate sustainability remains limited in the current literature. This study therefore examined the relationship between corporate sustainability, ESG activities and technological innovation through the moderating role of green operational innovation. To achieve the aims of this study, primary data were collected from 488 respondents of mobile app platform users for hypothesis testing. The collected data were analyzed using statistical analysis such as SPSS and AMOS. Findings show that ESG activities and technological innovation are related to corporate sustainability. This study finds green operational innovation to positively moderates the relationship between ESG, technological innovation, and corporate sustainability. This study further affirms that corporate sustainability can benefit from ESG activities, while green operational innovation can contribute to sustainable corporate growth and promote technological innovation activities. The originality of this study lies in the evidence that ESG activities, technological innovation, and green operational innovation are important factors that drive firms’ sustainable growth.
... .] employee productivity depends on the amount of time an individual is physically present at a job and also the degree to which he or she is "mentally present" or efficiently functioning while present at a job (Wanyama and Mutsotso (2010, p. 73) A variety of terms have been used to describe employee productivity. For Damanpour and Evan (1984); Richard et al., (2009);and Farooq (2014), organizational performance is it! In another vein, Anitha (2014) and Luthans et al., (2008) held employee productivity to mean same as employee performance. ...
... In response to the second research question, the radical innovations were predominantly technical, associated with the CSOs' basic work activity of providing sport programming (cf. Damanpour, 2020;Damanpour & Evan, 1984). New sport programs or events, for example, represent changes to the primary work activity of clubs, while expanding their potential membership market. ...
Our study examined and compared the type, process, conditions, and consequences of radical and incremental innovations in community sport organizations (CSOs), which are a type of nonprofit membership association. Interviews were conducted with the president (or representative) of 14 CSOs engaged with both radical and incremental innovations. Radical innovations were reported to be mostly technical (but also administrative), undertaken with the goal of club growth and enhancing club management, adopted and further adapted from outside the organization, influenced by the culture and expertise of the board and the culture and capacity of the CSO at large, and informed by market opportunity and best practices. The radical innovations were reported to be successful in reaching their intended goals, and a wide variety of unanticipated (positive) consequences was also realized. The findings have implications for the management of radical (and incremental) innovation in the focal nonprofit context and contribute to theorizing about the radicalness of organizational innovation.
... The management literature focuses on various dimensions of innovation, including innovation as both a process and outcome (product/service) (Crossan & Apaydin, 2010;Utterback & Abernathy, 1975), innovation diffusion (Baldridge & Burnham, 1975), organisational innovativeness (Damanpour et al., 1989;Damanpour & Evan, 1984) and innovation processes (Wolfe, 1994). Innovation definitions refer here to new products, services, processes, administrative structures or systems within an organisation (Crossan & Apaydin, 2010;Damanpour, 1991). ...
... It is believed that accepting a new idea within an organization will result in an organizational shift that could influence its performance, regardless of when the relevant population adopted it. Therefore, an idea is considered novel regarding the adopting organization, not its employees (Damanpour & Evan, 1984). ...
... The ability to create and manage innovations is recognised as an important skill not only for core business activities but also for the survival of organisations (Amabile & Pratt, 2016;Chandra et al., 2020;Damanpour & Evan, 1984). ...
Female entrepreneurship is increasingly important to create new jobs and contribute to countries’ social and economic growth. This paper aims to examine how innovation and internationalisation interact from a female entrepreneurship perspective. Our research was based on the fuzzy-set qualitative comparative analysis (fsQCA) method as a means of exploring the causal complexity between female entrepreneurship (condition), innovation, and internationalisation (conditions and outcomes). Our results suggest that female entrepreneurship alone is neither a sufficient nor a necessary condition for the outcome (high internationalisation or innovation). Nevertheless, the results indicate that female entrepreneurship is important in achieving a high level of internationalisation. This study provides policymakers with evidence of the gains of promoting female entrepreneurship in their respective countries. Our study advances knowledge in two ways. It explores the interplay between innovation and internationalisation from the perspective of female entrepreneurship. It applies fuzzy-set methods to the three concepts simultaneously.
... Innovation refers to the implementation of new ideas within a company. This can involve introducing new products, services, technologies, strategies, or even new administrative programs or structures that affect the entire organization (Damanpour & Evan, 1984). Innovation enables firms to adapt to both internal and external changes in their environment, as rigidity can lead to a loss of stability and agility in responding to these changes (Gulati et al., 2005). ...
... La literatura ha posicionado a la innovación como un fenómeno complejo y como uno de los factores claves para la productividad y competitividad de las organizaciones (Schumpeter, 1934;Damanpour, 1984). En línea con esto, en las últimas dos décadas la literatura especializada ha citado a la información y el conocimiento como herramientas de ventaja competitiva e insumos para la innovación (Vick et al., 2013). ...
Este trabajo tiene el objetivo de identificar algunos factores que podrían contribuir a mejorar el instrumento de “Apoyo para arranque y creación de Empresas de Bases Tecnológicas - EBT” del PROINNOVA – CONACYT en Paraguay. Para esto, se realizó la revisión de la literatura como base para comprender las características de las EBT, el análisis del instrumento de apoyo y se aplicó una encuesta a EBT del país que hayan participado de las convocatorias del CONACYT. Los resultados evidencian la necesidad de caracterizar las EBT, así como de una mayor precisión en las condiciones de este instrumento para el fortalecimiento de estas empresas. Con base a esto, se presentan algunas recomendaciones para mejorar la efectividad y el impacto de este instrumento; además de identificar la necesidad de profundizar investigaciones en el ámbito de las EBT en Paraguay.
... The ability of an industry to innovate is directly influenced by the knowledge, resources, and insights it gains from its stakeholders (Damanpour & Evan, 1984). By integrating Content courtesy of Springer Nature, terms of use apply. ...
This study explores the relationship between corporate social responsibility (CSR) and organizational performance within the construction industry. Specifically, it aims to understand how CSR initiatives impact organizational performance by considering the mediating roles of organizational innovation and governance. By examining these mediators, the study provides insights into how CSR practices can drive innovation and strengthen governance structures, ultimately contributing to improved performance outcomes for construction industries. The study employs a quantitative research design, utilizing data from a sample of 315 respondents from construction industries in Pakistan to determine the relationships between CSR, organizational innovation, organizational governance, and organizational performance. The data was analyzed using Statistical Package for Social Sciences (SPSS-20) and Smart PLS-04, and the hypotheses were tested using Partial Least Squares Structural Equation Modeling. The results demonstrated that CSR boosts organizational performance. The study also revealed that organizational innovation and governance mediate the relationship between CSR and organizational performance. This study underscores the essential role of CSR in driving organizational innovation and governance, offering new insights into how these factors collectively boost performance in the construction industry. This is demonstrated by the fact that CSR directly improves performance and influences innovation and governance. The research highlights the importance of integrating CSR with effective management and innovative practices to achieve sustainable competitive advantage. Practically, the study provides fruitful guidance for construction companies to adopt CSR-driven strategies that promote innovation and governance, thereby improving organizational performance and contributing to broader sustainable development goals.
... • Harrington Jr, J. E. [38] • Martin, Stephen. [39] • Armstrong, J. S., & Green, K. C. [40] • Damanpour, F.,& Evan, W. M. [41] • Schumpeter, Joseph, A. [42] • Tirole, Jean. [43] can improve their payoff without adversely impacting other players. ...
This study reevaluates criticism of the Korean government’s R&D investment strategy, which was considered an ’R&D cartel’ and was cited as a reason for the Korean government’s R&D cuts in 2023, through an advanced framework of quantum game theory. By modeling the interaction between the government and researchers as a quantum information strategy game, it redefines the dynamics of R&D investment as a quantum game involving two key players: the R&D manager (Alice) and the research performer (Bob). This quantum game, akin to the Prisoner’s Dilemma but focused on responsibility and sincerity, allows for the exploration of strategic complexities and decision-making dynamics not possible in classical models. It introduces quantum entanglement and superposition as innovative strategies to shift the paradigm of R&D investment, suggesting that terms like ’R&D bureaucracy’ and ’R&D monopoly’ more accurately describe the moral hazards in this sector than ’R&D cartel’. Through simulations, the paper demonstrates how quantum strategies can significantly alter outcomes, providing fresh insights and policy alternatives for R&D innovation. This research not only challenges conventional investment frameworks but also proposes a novel approach for achieving Pareto optimal outcomes in government R&D investments, emphasizing the transformative potential of quantum game theory in strategic decision-making and policy development.
... However, it is essential to recognize that performance evaluation varies across studies, particularly in the context of service innovation. Richard et al. (2009) and Damanpour and Evan (1984) identified two primary approaches to measuring organizational performance: financial metrics and non-financial metrics. Financial metrics, such as return on assets (ROA), return on sales (ROS), and earnings before interest and tax (EBIT), provide a quantitative view of performance and are often derived from objective data like business financial statements (Huang, 2014). ...
This study examines the mediating role of new product performance in the relationship between service innovation and both financial and non-financial performance in selected banks in Ghana using the dynamic capability theory as the theoretical lens. The study employed a descriptive research design to frame the study’s methodology. The target population consisted of 159 commercial and community banks in Ghana. Utilizing a quantitative research approach, a structured questionnaire was used to gather data from 113 sampled respondents through purposive sampling, Structural Equation Modeling (SEM) was employed to analyze the data and assess the proposed relationships. The results reveal that service innovation has a direct and positive impact on the financial performance of banks, with a b coefficient of 0.316, affirming its importance in enhancing profitability and market share. However, the relationship between service innovation and non-financial performance was negative. Despite this, new product performance emerged as a significant mediator, strengthening the positive impact of service innovation on financial performance, with a b coefficient of 0.245 and a t-statistic of 2.409. The mediation effect of new product performance on the relationship between service innovation and non-financial performance was also validated, indicating that while service innovation alone may negatively affect non-financial outcomes, introducing successful new products can mitigate this impact. These findings contribute to the understanding of how service innovation influences different aspects of organizational performance in the banking sector. The study offers practical insights for bank managers, emphasizing the need to focus on new product development to maximize service innovation's benefits.
... Innovative behavior can be defined as "the production or adoption of useful ideas and idea implementation" (Aryee et al., 2012, p. 8). Damanpour and Evan (1984) explained that innovative behavior is the degree to which organizational members accept change and practice active behavior. West and Farr (1989) defined it as the action of proposing, applying, and implementing new ideas as a series of activities that can affect the promotion and improvement of organizational performance by members of their work, departments, and organizations. ...
This study aimed to analyze the factors affecting the innovative behavior of Korean public officials. To this end, it examined the relationship between transformational leadership and innova- tive behavior of public officials, the mediating effect of organi- zational change management, and the moderating effect of public service motivation (PSM) of public officials on transfor- mational leadership and change management. The results showed that transformational leadership and change manage- ment positively affected innovative behavior. Additionally, the mediating effect of change management was significant. However, PSM moderated only the relationship between change management and innovative behavior, not the relation- ship between transformational leadership and innovative behavior. It is recommended that organizations hire employees who have internalized PSM and can actively carry out innova- tive actions in accordance with the organization’s innovation direction, operation, and management guidelines reflecting the characteristics of the Korean public service sector. Furthermore, organizations can develop change management and provide training to cultivate their members’ PSM to institutionalize their innovative behavior. Finally, organizational executives who pre- pare long-term plans can benefit from the insights of external experts in the private sector who can carry out creative destruction rather than those in public service and dedicated to a single organization.
... The study demonstrated that Innovation (IVA) has a significant and direct impact on EP, with a path coefficient of 0.105**. This result is consistent with Damanpour and Evan (1984) and Sellitto et al. (2020), who identified innovation as critical to its performance. It also corroborates Zhao et al. (2021), demonstrating the continued relevance of innovation in enhancing performance, particularly in smaller enterprises. ...
This study investigates the relationships between competitive strategy, innovation, corporate governance structure, capital structure, human capital, and enterprise performance in small and medium-sized manufacturing enterprises (SMEs). The research is based on the Competition Theory. The survey research design includes 506 valid responses from SMEs in China. Structural equation modelling was employed to analyze the responses. It revealed that competitive strategy positively impacts performance, with innovation and human capital as key mediators. Corporate governance and capital structure also mediate these relationships, supporting various strategic management theories. Additionally, the environment moderates the impact of competitive strategy on performance, highlighting the need for adaptability in dynamic markets. These findings offer theoretical substantiations and practical insights for enhancing SME performance through strategic planning. Future research should employ longitudinal approaches and integrate objective data to explore these dynamics further.
... Les solutions proposées pour la gestion des déchets et le recyclage sont souvent envisagées à travers le prisme de l'innovation technologique. Conformément à la définition de Damanpour et Evan (1984), l'innovation technologique englobe les modifications dans le processus de production ou l'introduction de nouvelles technologies affectant les activités principales. Cependant, plusieurs obstacles propres à l'industrie du recyclage et de la gestion des déchets entravent le développement de telles innovations technologiques. ...
Dans le cadre de la gestion des déchets, l’implémentation de la Responsabilité élargie du producteur (REP) a vu émerger de nouvelles structures, les éco-organismes, qui représentent une innovation organisationnelle majeure. En tant qu’intermédiaires entre les pouvoirs publics, les producteurs et les opérateurs, ils coordonnent et financent les programmes de gestion des déchets, réorientant ainsi la responsabilité des déchets vers les producteurs. Cela représente une transformation structurelle majeure, remplaçant le modèle antérieur, axé sur les fonds publics et la responsabilité municipale, par un système de financement privé mobilisant un large éventail d’acteurs. Cet article vise à mettre en avant l’importance de l’innovation organisationnelle dans un secteur où le débat public met souvent l’accent sur l’innovation technologique.
Purpose
The article aims to identify the fundamental skills and characteristics required for managing companies in a dynamic context and how knowledge transfer and sharing occur within companies, focusing on the figure of the entrepreneur. In a constantly evolving context, it is necessary to identify the entrepreneur’s responsibilities in managing and facilitating the flow of knowledge within the organization. Specifically, the literature on knowledge management does not extensively cover how it is possible to create and translate knowledge in companies operating in the hosting and cloud sector.
Design/methodology/approach
We applied a qualitative study to analyse the entrepreneur’s key figure since a comprehensive and systematic analysis of the framework model applied to knowledge management and the hosting and cloud computing sector. We selected the Serverplan case study, a hosting and cloud provider that offers a solution of infrastructure as a service and gained a deep understanding of their unique digitalization and innovation dynamics. In March 2024, we collected data through a strategic sequence and timeline, beginning with two informal meetings. We then conducted a semi-structured interview in Italian only with Serverplan’s CEO to gain insights into specific aspects of the business.
Findings
We identify four key factors essential to success: embracing continuous evolution, achieving a balance between standardization and flexibility, effectively managing tacit knowledge, fostering a strong corporate culture and employee engagement. The most crucial element of the process is the figure of the entrepreneur who improves the KT and the KC. The critical points of his work are direct contact with all the staff and external stakeholders, passion, direct and indirect self-assessment tests that allow continuous feedback and improvements and continuous updating to remain competitive in the dynamic environment. These elements found are those that make the case exemplary for the KT and KC processes in dynamic environments.
Research limitations/implications
The results obtained from Serverplan can be extended and adapted to various business realities, regardless of industry. The importance of a knowledge-oriented culture, well-defined knowledge management processes and leadership committed to supporting continuous learning and innovation is universal. It can bring benefits in multiple business contexts. However, it is relevant to note that this study has some limitations. First, it analyses only one specific sector, and second, the methodology is based on a single case study due to the specific characteristics of the sector analysed.
Practical implications
This study has important implications for both academics and managers. In the first perspective, it enriched the literature on knowledge management in dynamic contexts. By analysing the main findings of the case study and literature review, this study identifies relevant skills, procedures and initiatives to build a strong company. In the second perspective, the paper supports managers and organizations in improving their ability to build and maintain successful companies in a dynamic context through specific characteristics of entrepreneurs that enhance the KC and KT. It is very significant to obtain and maintain a long-term competitive advantage.
Originality/value
The originality of the article lies in the fact that, although there are articles that have analysed knowledge management in the digital sector and the hosting and cloud computing sector, no article to date has applied the framework of Liyanage et al . (2009) to understand how to strengthen the knowledge creation and transfer process.
The statement in the title reflects our frustration with the treatment of knowledge management in both academia and practice. At recent knowledge management conferences, in academic papers we reviewed, and in conversations with practitioners grappling with their roles, we observed a troubling trend: knowledge management is often unfairly blamed. Whether it is used to address ambiguous aspects of related concepts or dismissed for not meeting misguided standards, knowledge management frequently becomes the scapegoat. This chapter successively addresses some of these neighboring fields with which some confusion exists.
This study aims to analyze the conditions of green organizational management and technological-innovation. The analysis departs from assuming that green organizational management innovation and technological innovation has a direct influence on sustainable green organizational performance under the assumption that sustainability mediates the relationship between green management and green technological innovation and green organizational performance. The method used is the meta-analytical-reflective based on the conceptual, theoretical and empirical review of the literature. It is concluded that the green organizational management and technological innovation has a direct effect on sustainable organizational performance.
Digitalization of industrial firms has drawn increasing attention of academics and practitioners. However, when embarking on digitalization, many firms are confronted with uncertainty of return and lack of guidance in implementation. Through two successful digitalization examples of Haier and Bosch, this study intends to address why and how digitalization can be adopted to effectively improve industrial firm competitiveness. We reveal innovation and market orientation as the motivation and antecedents of industrial firm's digitalization, and further elaborate on a four-step process for practical digitalization implementation. We also specify what kind of capability is required for digitalization, and how digitalization facilitates sustainable development of industrial firms through data monitoring and impact sharing. This study provides valuable insights for industrial firms to develop a comprehensive digitalization strategy.
Teknoparklar, ülkelerin bilimsel, teknolojik ve finansal açıdan güçlenmesini amaçlayan, sanayi ve üniversitenin mevcut imkanlarını sistematik bir şekilde birleştiren yapılardır. Teknoparklarda farklı sektörler tarafından kullanılabilecek, mal ve hizmet üretimi ile ilgili olarak üretim süreçlerinin iyileştirilmesi ve yeni ürünlerin geliştirilmesini kapsayan inovasyon çalışmaları yürütülmektedir. Teknoparkların odak noktasında yer alan inovasyon kavramı, sadece teknoparklar için değil, tüm işletmeler için sürdürülebilir rekabet avantajının sağlanması için önemlidir. İşletmeler üretim anlamındaki inovatif yaklaşımlarının yanı sıra örgütün tüm stratejilerinde inovasyon kavramını merkeze koyarak ilerlemektedir. Bu bağlamda işletmenin hiyerarşik yapı ve düzeninde meydana gelen yenilik ve gelişimlerin tümünü kapsayan örgütsel inovasyona ilişkin faktörlerin incelenmesi ve bu faktörlere ilişkin politikalar geliştirilmesinin önemi ortaya çıkmaktadır. Bu bilgiler ışığında hazırlanan çalışmada teknopark işletmelerinde çalışanların VUCA maruziyetlerinin örgütsel inovasyona etkisinde çevik liderliğin düzenleyici rolünün belirlenmesi amaçlanmıştır. Araştırma kapsamında Türkiye genelindeki teknoparklarda çalışan 218 katılımcıya Demografik Bilgi Formu, VUCA Ortamında Çevik Liderlik Becerisi Algısı Ölçeği, Algılanan VUCA Maruziyeti Ölçeği ve Örgütsel İnovasyon Ölçeğin oluşan veri toplama aracı uygulanmıştır. Araştırma verileri kısmi en küçük kareler yöntemi çerçevesinde yapısal eşitlik modellemesi kullanılarak SPSS 26.00 ve Smart PLS 4 ile analiz edilmiştir. Araştırmadan elde edilen bulgulara VUCA faktörleri olan dalgalanma, belirsizlik, karmaşıklık ve muğlaklık çalışanların örgütsel inovasyona ilişkin algılarını azaltmaktadır. Bununla birlikte çevik liderlik becerileri çalışanların örgütsel inovasyon algı düzeylerini artırmaktadır. Düzenleyici rol analiz sonuçlarına göre çalışanların VUCA maruziyetlerinin örgütsel inovasyona etkisinde çevik liderlik düzenleyici rol üstlenmektedir. Buna göre VUCA maruziyetinin örgütsel inovasyon üzerinde yarattığı olumsuz etki, çevik liderlik becerilerinin düzenleyici rolü çerçevesinde azalmaktadır. VUCA maruziyetinin çalışanlar üzerindeki olumsuz etkilerini azaltmak için çevik liderlik yapısının güçlendirilmesi önerilmektedir. Bu çevik uygulamaların yapısal ve kültürel değişiklikler yoluyla kurumsal dokuya yerleştirilmesi inovasyonu sürdürülebilir kılabilir.
The main goal of the article is to assess the impact of technological innovation activities by enterprises on environmental indicators. For this reason, manufacturing enterprises of the Republic of Azerbaijan were selected as the sample group, and the relationship between the technological innovation expenses of the manufacturing enterprises and some carbon emissions was evaluated using the econometric method using the statistical figures of 2005–2022. Based on the obtained results, it was concluded that the technological innovation expenses of enterprises have a negative impact on environmental indicators. For this reason, the current situation of the innovation activities of enterprises in our republic was analyzed, and increasing ways were presented.
İnovasyon, iş dünyasında rekabet avantajı sağlamak ve sürdürülebilir büyümeyi
desteklemek için önemli bir unsur olarak nitelendirilebilmektedir. Bu bölüm,
inovasyonun çok yönlü doğasını ve iş dünyasında yarattığı dönüşüm etkilerini ele
almaktadır. İnovasyon, yalnızca teknolojik yeniliklerle sınırlı kalmayıp, organizasyonel
yapılar, süreçler, ürünler ve pazarlama stratejileri gibi geniş bir alanı kapsamaktadır.
Radikal ve yıkıcı inovasyonlar, mevcut pazarları ve teknolojileri kökten
değiştirerek, büyük değişimler yaratırken; artımsal inovasyonlar mevcut ürün ve
süreçlerde küçük ama sürekli iyileştirmeler sunmaktadır. Teknolojik inovasyonlar,
yeni veya önemli ölçüde geliştirilmiş teknolojik ürünler ve hizmetler sunarken, örgütsel
inovasyonlar iş süreçlerinde ve yapısında yenilikler getirmektedir. Pazarlama
inovasyonları, tüketici davranışlarını anlama ve etkileme konusundaki yeniliklerle
dikkat çeker. Ayrıca, hizmet inovasyonları müşteri deneyimini iyileştirirken,
eko-inovasyon sürdürülebilir kalkınmayı desteklemektedir. Tutumlu inovasyon ise
düşük maliyetli ve erişilebilir çözümler sunmaktadır.
Bu bölüm, inovasyon türlerinin birbirleriyle ilişkisini ve iş dünyasındaki uygulanabilirliklerini
tartışarak, işletmelerin stratejik kararlarında daha bilinçli ve etkili
olmalarına yardımcı olmayı amaçlamaktadır. İnovasyonun başarılı bir şekilde
uygulanabilmesi için uygun örgütsel kültür, yapı ve kaynakların önemi vurgulanmaktadır. Bu kapsamda, inovasyonun çeşitliliği, işletmelere rekabet avantajı sağlama
ve sürekli gelişim fırsatları sunma potansiyeline sahip olmalarına olanak tanıyabilmektedir.
İnovasyonun iş dünyasında yarattığı dönüşüm etkileri, işletmelerin
rekabet avantajı sağlamaları ve sürdürülebilir büyümeyi desteklemeleri açısından
kritik bir rol oynamaktadır. İnovasyon türlerinin anlaşılması ve stratejik olarak uygulanması,
okuyucuların ufkunu genişletmekte, bu bağlamda da işletmelerin daha
etkili ve bilinçli kararlar almalarına yardımcı olması düşünülmektedir.
El principal objetivo de la investigación fue analizar elementos de la innovación no tecnológica, priorizando las variables de los beneficios y los sacrificios entre las empresas dedicadas al mármol y los clientes finales, con el propósito de determinar su grado de satisfacción y lealtad, para ello se realizó una investigación cuantitativa, no experimental de tipo transversal en la que se aplicaron 76 encuestas in situ en los municipios de Tecali de Herrera y Tepeaca, en el estado de Puebla. La recolección de datos se llevó a cabo durante el periodo de enero a marzo del 2024. Se utilizó la técnica PLS-SEM (Partial Least Squares Structural Equation Modeling, por sus siglas en inglés), los datos recabados fueron modelados en el software Smart PLS (versión 3.3.2). Los resultados demostraron una buena capacidad predictiva del modelo de investigación, se detectó un alto grado de correlación entre las variables de satisfacción del cliente y la lealtad a las empresas, de igual forma se demostró que la relación entre los beneficios y los sacrificios influyen en la satisfacción de los clientes. Los hallazgos revelaron que las estimaciones obtenidas para el modelo tienen un impacto significativo en la lealtad de los clientes. Los resultados de este estudio serán útiles para que los dueños de las empresas pueden generar estrategias competitivas. De manera adicional, se recomienda extender este estudio en otras regiones del estado añadiendo nuevas variables.
Purpose
This study examines the impact of doing, using and interacting (DUI) and science, technology and innovation (STI) learning mechanisms on firm performance, investigating their influence on financial performance through innovative performance in machine tools and textile manufacturing firms in Ludhiana, Punjab, India.
Design/methodology/approach
Primary data was collected through a survey of 202 manufacturing firms across two industries, as secondary data inadequately captures learning mechanisms, particularly for DUI mode. The study employed structural equation modelling (SEM) alongside descriptive analysis to examine the impact of STI–DUI learning mechanisms on performance.
Findings
The study reveals that firms, despite minimal investment in formal R&D, effectively learn through networking and imitation (DUI mechanisms). They also benefit from local industrial training institutions. Notably, innovative performance mediates the relationship between learning mechanisms (imitation, networking and industry institutions) and firms' financial performance.
Originality/value
The literature was found to be scant in terms of understanding the nature of firms learning mechanism, especially for the firms undertaken for the analysis. Although having distinguished nature of knowledge and learning required to compete for the products manufactured in machine tools and textiles industries, local conditions, domestic national institutions and regional aspects makes the industries unique case to understand the challenges amidst unique features of these industries. The study is expected to fill-in the gap in the literature of manufacturing industries belonging to developing countries in the era of increasing technological competition in the integrated world economies.
The chapter espoused the conceptual framework for the water, energy, and food (WEF) Nexus. The chapter established the philosophical paradigms underpinning the book, elucidating Ontological and Epistemological philosophy. In Ontological philosophical perspectives, the chapter explained the alignment of the book with objectivity and constructivism in establishing the reality of the three resources. Also, from the epistemological, and philosophical perspectives, the knowledge dimension and build-up of the book were established through positivism and interpretivism paradigms. Moreover, the chapter provides empirical explanation and draws out various construct and indicators on eight (8) determinants for the management of the WEF Nexus, which include Economic activities, Technological Innovation, Urbanization, Ecosystem Services, Transportation Infrastructure, Cleaner Production, Value Chain analysis, and Circular Economy. Furthermore, the chapter established sustainability as the outcome of WEF Nexus by the eight (8) economic, social, and environmental determinants. The chapter ended with the need to understand the nature of the WEF Nexus and the type of the WEF Nexus and determine the level of sustainability output.
Invention is a core component of innovation, but it is not the same as innovation, and the inventor does not have to be party to, or involved in any way in the subsequent innovation that exploits their invention. The two are separate processes with innovation dependent on invention but invention not being dependent upon innovation. Invention is dependent upon creativity, novelty and utility and so questions are asked about the role of creativity in invention and how this is influenced by circumstance and the different classes and origins of opportunity that drive subsequent innovation and whether innovation is wholly research dependent? The chapter also addresses how innovation is best categorised, given a multitude of approaches and parties engaged in its delivery; what institutional factors influence success, and why is priority given to product and process innovation when the economies of so many advanced nations are service-based?
Organizasyon yapıları, iş dağılımı, eş güdümlemesi ve denetimi gibi faaliyetlerin örgütsel amaçlara ulaşabilmek adına nasıl kullanıldığı ile ilgili sistemleri ifade etmektedir. Bir şirketin en önemli örgütsel amacının, kazancını maksimize etmek olduğu düşünüldüğünde günümüzde bu amacı gerçekleştirmenin oldukça zorlaştığı görülmektedir. Son günlerde bilişim teknolojileri ile birlikte küreselleşmenin devasa bir boyut kazanması, şirketler açısından rekabet ortamını yakalanmasını güç bir hale getirmiştir. Böyle bir ortamda varlığını sürdürerek kazancını maksimize etmek isteyen şirketler örgütsel yapılarını yenilikçi bir yaklaşımla faaliyet gösterecek şekle getirmeye çalışmaktadır. Şirketler bu yolla öne çıkarak sektöründe öncü hale gelebileceklerdir. Fakat bazı durumlarda şirketler yenilikçi uygulamalarla yönetilmesine karşın bu uygulamaların geri dönüşleri beklenilen karlılığı getirmemektedir. Bu açıdan işletmenin yenilik performansı bize yeniliğin işleyişi ile ilgili gerekli olan bilgiyi sunmaktadır. Günümüzde işletmeler için önemli bir üstünlük göstergesi haline gelen yenilik performansının yüksek oluşu, şirketlere sürdürülebilir bir başarı dinamiği kazandırmaktadır. Her geçen gün yeniden şekillenen ürün ve hizmet yapılarının değişimine uyum sağlayabilmek ya da bu değişime öncülük edebilmek, yenilik performansının yüksekliği ile ilgilidir. Bu bağlamda işletmelerin kullanmış oldukları organizasyon yapılarının da yenilik performansını arttıracak uygunlukta tasarlanması gerekliliği ortaya çıkmaktadır. Bu gereklilikle yeniliği destekleyici yaklaşımların hangi organizasyon yapılarında bulunabileceği ile ilgili değerlendirmeler içeren bu çalışma ile sürdürülebilir bir başarıya sahip olmak isteyen şirketlere ve literatüre katkı sağlanmaktadır.
The restaurant business plays a crucial role in the food economy and, like many industries, faces numerous challenges due to the rapid pace of change, driven by consumer trends and shifting demographics. In response to the pressure on businesses to adapt to these changing circumstances, new restaurant concepts, organizational structures and technologies have emerged in the hope of finding methods that are more agile during unpredictable times. The development of dynamic capabilities is a critical issue for both academics and practitioners, as it can enhance competitive advantages and improve organizational performance. The purpose of this paper is to examine the impact of dynamic capabilities on innovative potential and organizational performance. Through a literature review and the dynamic capability view, a theoretical model is proposed. This model was validated using the PLS-SEM technique, based on responses from 143 restaurants across eight of the largest Russian cities. The results indicate that dynamic capabilities related to the value proposition serve as a complete mediator in the relationship between a company's innovative potential and its performance in a highly volatile context. The proposed theoretical model is both unique and effective, demonstrating high explanatory power. This study enriches the existing literature on dynamic capabilities by addressing empirical research gaps and elucidating the mechanisms through which dynamic capabilities influence organizational performance.
This study aims to analyze the conditions of green organizational management and technological-innovation. The analysis departs from assuming that green organizational management innovation and technological innovation has a direct influence on sustainable green organizational performance under the assumption that sustainability mediates the relationship between green management and green technological innovation and green organizational performance. The method used is the meta-analytical-reflective based on the conceptual, theoretical and empirical review of the literature. It is concluded that the green organizational management and technological innovation has a direct effect on sustainable organizational performance.
This article carries out an in-depth review of the literature on organizational innovation, focusing on the main approaches, definitions, its typologies, characteristics and some theories of organizational innovation. The main objective of this work is to improve understanding of organizational innovation and to develop effective strategies for stimulating such innovation and improving organizational performance. The results of this article provide an in-depth understanding of the definition, types, characteristics and theory of organizational innovation. However, as with any study, this literature review provides researchers with significant contributions, but may also present certain limitations. The sources selected may not include all relevant publications. To this end, this work encourages future researchers to fill the gaps identified and maintain understanding of this type of organizational innovation.
The manufacturing sector in Korea had a more severe fall in labor productivity during the global financial crisis than most OECD countries. As a result, the manufacturing sector in Korea is in danger of becoming less competitive.
Additionally, due to the Fourth Industrial Revolution and the advancement of intelligent technology, several forms of corporate innovation are becoming more significant. The assessment is that, in light of the alterations in the external milieu and the circumstances confronting the Korean manufacturing sector, domestic manufacturing enterprises must fortify their entrepreneurial orientation and enhance their capacity for innovation to augment the efficacy of their innovation endeavors. As a result, this study looked at the relationship between entrepreneurial orientation and product innovation and considered business process innovation as a multifaceted innovation skill. This study's empirical testing used the Science and Technology Policy Institute's 2020 Korean Innovation Survey data on manufacturing industries. It was discovered that, as a result of business process innovation, entrepreneurial attitude positively impacted product innovation. Furthermore, incremental product innovation was positively impacted by entrepreneurial attitude, whereas radical product innovation was negatively impacted.
The study aimed to investigate the impact of emotional intelligence with its dimensions (managing emotions, using emotions, self-motivation, self-awareness, and social communication) on developing creativity engines with their dimensions (embracing creativity, orientation towards learning and knowledge, and mental and psychological qualities). The study employed the descriptive analytical approach. The study population consisted of all students of Al-Darb Community College in Dhamar Governorate – Yemen, whereas the study sample amounted to (193) students from various academic levels and specializations. A questionnaire was used as a data collection tool, and the Statistical Package for the Social Sciences (SPSS version 28) was utilized for analyzing and processing data as well as testing the study hypotheses. The study found an impact of emotional intelligence on developing creativity engines. Moreover, all emotional intelligence dimensions except “using emotions” showed a significant impact on developing creativity engines.
Current approaches to organizational effectiveness are conceptually conflicting and empirically arid. They appear handicapped by a desire to produce a single effectiveness statement about any given organization. We propose a "multiple-constituency" approach to avoid this requirement, explicitly assuming that an organization's different constituencies will form different assessments of its effectiveness. We also suggest several conceptual and empirical implications of this reorientation.
The present study is an attempt to identify the determinants of innovation in public agencies, i.e., the degree to which they adopt and emphasize programs that depart from traditional concerns. Innovation is suggested to be the function of an interaction among the motivation to innovate, the strength of obstacles against innovation, and the availability of resources for overcoming such obstacles.
The significance of the research can be viewed in terms of Hyneman's observation nearly twenty years ago that bureaucratic agencies “… may fail to take the initiative and supply the leadership that is required of them in view of their relation to particular sectors of public affairs. …” His concern was the responsiveness of the public sector not only to expressed wants but to public wants that may go unexpressed, or be only weakly expressed, and whose utility is much more easily recognized by the informed bureaucratic official than by the ordinary citizen.
While the results and conclusions to be reported appear to be largely valid for organizations in general, the empirical focus will be local departments of public health which, as a class, have had a rather dramatic succession of opportunities to respond to new public problems over the past twenty-five years. A brief introductory paragraph will orient the reader to the applied setting.
This study examines the relationship between the rate of adoption of technical and administrative innovations and explores the effects of the rate of adoption on organizational performance. The concept and proposition of "organizational lag" which postulates a discrepancy between the rate of adoption of technical and administrative innovations is operationalized and tested. It is further hypothesized that organizational lag is inversely related to organizational performance.^ Using the socio-technical system framework to explain the relationship between administrative and technical innovations, administrative innovations are defined in relation to the "social system" of an organization, while technical innovations are assumed to affect the "technical system." Organizational performance is considered to be a function of the joint operation of both systems.^ To test the hypotheses, the implementation of innovations in public libraries from 1970 to 1982 was assessed. A questionnaire was mailed to 158 public libraries in six Northeastern states serving a population of 50,000 or more. Information was requested on the kinds of innovations implemented by libraries, and respondents were asked to rate the effectiveness of each of those innovations. Information was also collected on the organizational structure and performance of each library. Eighty-five libraries returned usable questionnaires which were the subject of analysis.^ The organizational lag hypothesis was supported by the survey data. It was found that libraries, on the average, implement more technical innovations than administrative ones, and that the positive correlation between the rate of adoption of administrative and technical innovations is higher in high performance libraries than in low performance ones. It was further found that organizational lag has a direct relationship to organizational size, and is greater in low performance libraries than in high performance ones. Organizational innovation, however, did not show a significant impact on an efficiency measure of organizational performance. The analysis showed, contrary to the present managerial perceptions, that changes in the social system might have a greater impact on the total organizational system and would prepare it for the introduction of appropriate technical changes.
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This study concerns attributes of organizations likely to facilitate or inhibit the adoption of innovations by organizations. First, it offers an interpretation of the often-found relationship between size and adoption frequency. Second, it investigates relationships between structural attributes--specialization, functional differentiation and centralization--and adoption and it develops a model which specifies interactions between these attributes and the type of innovation adopted. An interaction between size and centralization is also posited, and the model is tested using data gathered from a sample of U.S. hospitals. The findings on the whole are consistent with the hypothesis that adoption of innovations compatible with the interests or perspectives of lower-level decision-makers occurs more frequently in large, specialized, functionally-differentiated and decentralized hospitals. Centralization and the interaction between size and centralization do not appear to affect adoption of innovations which are not compatible with the interests of lower-level decision-makers. Contrary to expectations, the data indicate that functional differentiation facilitates adoption of this type of innovation. A revised model of adoption behavior is suggested, and its implications for a general theory of organizational adoption behavior are explored.
Studies of organizational characteristics predictive of managerial judgments of overall effectiveness of subordinate organizational units are reported. The findings are interpreted within the framework of a hierarchical model of criteria of effectiveness. Measurable organizational characteristics serve as operational, short-run substitutes for the more subjective, long-run ultimate criterion of organizational effectiveness. The general business and research and development models of criteria of organizational effectiveness show differences in ways consistent with the analyses of Woodward (1965) and Thompson (1967).
This study explores several variables that characterize organic organization to test whether they are associated with varying rates of innovation. The number of occupational specialities, the intensity of scheduled and unscheduled communication and, to a lesser extent, the decentralization of decision-making, are related to innovation. A review of the literature suggests other factors that are also associated with innovation: slack resources, joint programs, size, and history of innovation. With the exception of size, most of these factors are also found to be highly correlated with innovation. Our conclusion is that perhaps the technological gap is an organizational one and that, therefore, the solution to `the American challenge' is an organic form of organization.
Data on the adoption of 43 technological innovations in four service delivery fields (fire fighting, solid waste collection and disposal, traffic control, and air polution control) were obtained from nationally representative samples of municipal governments. Principal findings are that the adoption path for many technologies corresponds to traditional S-shaped diffusion curves, the rate and extent of adoption varies within and across functional fields, prevailing views of the "archaic" nature of the technologies in use in municipal agencies are overstated, and there has been a pronounced acceleration in the rate of adoption of technological innovations in all but the solid waste field. Alternative theoretical explanations for the observed patterns of adoption are considered. A number of variables are identified, each of which has some limited empirical support. It is proposed that future studies focus on the characteristics of innovations in relation to the performance needs and operating characterisitcs of municipal agencies rather than on purported generic differences in the receptivity to technological change of private sector and public sector organizations.
This paper reviews the development of sociotechnical systems theory and research over the past 30 years, paying particular attention to the evolution of the paradigm in North America during the past decade. Elements of sociotechnical systems theory discussed here include the conceptualization of social systems, technical systems, and open systems, joint optimization, organizational choice, variance control, boundary location, support congruence, quality of work life, and continuous learning. A review of 134 experiments is then summarized, indicating which features of sociotechnical systems design are used most frequently, and which in turn are associated with reported success on a number of critical outcome dimensions such as productivity, costs, quality, and satisfaction. An unexpected finding of this review was that while sociotechnical system experiments have been extremely successful overall, the number of experiments involving technological innovation or change is relatively small; moreover, from the results achieved in these experiments, it is obvious that we still have much to learn regarding the design of technical systems for joint optimization. Methodological issues and areas in need of further research are explored.
This article argues that research on diffusion of innovation should shift from individuals to organizational structure and environmental factors. The results of two research projects on organizational change are presented. The analysis indicates three findings. (1) Individual characteristics, such as sex, age, and personal attitudes, do not seem to be important determinants of innovative behavior among people in complex organizations. However, administrative positions and roles do seem to have an impact on the involvement of an individual in the innovation process. (2) Structural characteristics of the organization, such as size and complexity, strongly affect the organization's innovative behavior. (3) Environmental input from the community and other organizations is a major determinant of an organization's innovation behavior.
Administrative control procedures and organizational innovation appear to be incompatible organizational processes. Administrative control procedures are used to maximize coordination and to ensure reliability and predictability of behavior in the organization. Innovations are used to facilitate adaptation to the environment and to improve achievement of organizational goals. Innovation may reduce the degree of reliability in the organization, and the use of administrative controls may reduce innovation. However, administrative controls assume two forms whose effects on innovation may differ. One form is activity control—the degree to which members of the organization use procedures or resources specified by their superiors. The other is visibility of consequences—the ability and willingness to measure the consequences of organizational programs in terms of organizational goals. The following general hypotheses are advanced: (1) innovation varies inversely with activity control because activity control reduces the search for new programs and abridges the individual's capacity and incentive to innovate; and (2) innovation varies directly with visibility of consequences, since visibility of consequences allows the owner of an organization to evaluate the innovation's effect on goal achievement and to reward and encourage successful innovators.
published or submitted for publication
This paper empirically investigates the proposition that the organization and operation of the large enterprise along "M-form" multidivisional lines favors goal pursuit and least-cost behavior more nearly associated with the neoclassical profit maximization hypothesis than a number of alternative organizational forms. Using a sample of petroleum firms during the period 1955-1973, a positive relationship between M-form structure and profitability is observed during the period in which the M-form innovation was being diffused. This relationship is no longer observed once an organizational form equilibrium is achieved. The results provide support for the "Markets and Hierarchies" paradigm, but additional studies are needed to affirm the generality of the finding.
This paper investigates the differential contribution of various organizational variables affecting the innovation of high-risk versus low-risk health service programs in two types of health care organizations: hospitals and health departments. It was found that variables are differentially related to both the type of program and the type of organization. Organizational size was a critical factor in program innovation as it relates to high-risk services in hospitals and low-risk services in health departments. Excluding size, characteristics of the staff, such as cosmopolitan orientation and training, were prime predictors for both high- and low-risk programs in health departments and low-risk programs in hospitals. The degree of formalization was the primary predictor of innovation of high-risk programs in hospitals. Cosmpolitan orientation of the administrator was a critical factor in the innovation of high-risk programs in both hospitals and health departments.
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