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[EN] A key element of regional growth is its ability to transform knowledge into innovation. This research combines a group of indicators which define innovative regions with a rurality versus urbanization typology, in order to formulate guidelines to facilitate the emergence of higher levels of organizational innovation. Three main findings stem from this work. First, rurality does not appear prohibitive to the achievement of organizational innovation. Second, in regions with low levels of tertiary education, a combination of high levels of collaboration among small- and medium-sized enterprises, and public investment in research and development facilitates significant rates of organizational innovation. Third, in general, collaboration among firms promotes organizational innovation. The results of this research are in line with those from other studies in the sense that regions with internal and external networks show enhanced growth and innovation capacities. (C) 2016 Elsevier Inc All rights reserved. ; The authors thank Norat Roig-Tierno, ESIC Business and Marketing School and Valencian International University (VIU) for his careful reading and suggestions, especially in the methodology section. We wish to thank the Project AGL2015-65897-C3-3-R funded by the Ministry of Economy and Competitiveness, for its support for this research. ; Mas Verdú, F.; Ortiz Miranda, D.; García Alvarez-Coque, JM. (2016). Examining organizational innovations in different regional settings. Journal of Business Research. 69(11):5324-5329. https://doi.org/10.1016/j.jbusres.2016.04.132 ; S ; 5324 ; 5329 ; 69 ; 11

Drawing on Charles Tilly's theory of social categorization, this article deals with how some client-governed organizations in Sweden strive to evade the phenomenon of stigmatizing social categorization, and consequently the creation of durable inequality. First, the historical role played by voluntary organizations in defining and treating social problems is outlined. The key notion here is 'categorization'. Second, the paper describes how the emerging client organizations struggled to redefine social categories, claiming that the real social problems were social inequality and social exclusion. Third, the example of Basta Co-operative is employed in order to discuss Tilly's notion that organizational innovation is one way to reduce durable inequality. The account of Basta Co-operative is based on a qualitative case study. Basta is a user-driven co-operative with the aim of assisting people with drug problems. The foundation of rehabilitation is self-help and user-controlled enterprise.

PurposeThis study aims to examine the effect of gender perspectives in organizational leadership and culture on organizational innovations within the oil and gas industry in the United Arab Emirates (UAE).Design/methodology/approachThe study examined research in the area of organizational innovation and proposed a framework to help practitioners to create an environment that promotes and strengthens innovation thinking at an institutional level.FindingsBased on the literature, a framework of organizational innovation was developed with gender as a control factor. It shows the mediating effect of employee performance management on the independent variables, organizational leadership and culture.Research limitations/implicationsThe oil and gas industry in the UAE should be a suitable environment for organizational innovation. Gender differences justify further investigation, especially the implications for female leaders, such as promotion and career advancement.Practical implicationsThe results of this study will provide practical insights to executives, strategy-makers and practitioners and enable them to increase innovation among individuals and teams.Originality/valueThis study provides a comprehensive framework to assist practitioners and academics to understand the correlation of organizational innovation in the oil and gas industry.

Electronic commerce has been recognised as a source of fundamental change to the conduct of business. Exploitation by business of this innovative approach to payments will necessitate wide‐scale adoption of new processes and technologies and may require new thinking on how organizations adopt innovations. Primarily, these innovations will be interactive and inter‐organizational, i.e. a successful cash substitute will require the concurrent participation of many different organizations, as well as consumers. Current theoretical models of adoption may not cater for this type of innovation. This paper compares four diverse pilot implementations of smart‐card payment systems with Rogers' (1995) attributes of innovations, adoption processes and adoption decision approaches for organizations. In general, Rogers' models do not reflect the levels of complexity and diversity found in practice. Extensions of the models are proposed.

Current explanations undertheorize success across the broad stages of innovation, which include product invention, development, implementation, and success. While existing scholarship typically examines one, sometimes two, of these stages, innovation must be viewed more broadly with success resulting from the involvement of a wide range of actors including the firm, alliance partner, and overall network. In this article, I apply a network perspective to explain success across these stages. The argument I develop is that different types of networks are more relevant to certain stages of innovation. Network activity that increases from lower to higher levels of analysis is associated with success across the stages of innovation. Specifically, firm inventors influence product invention, successful product development and implementation are associated with dyadic‐level relationships between strategic alliance partners, and product success is impacted by a firm's central location in its entire network of strategic alliances. Results from regression models provide broad support for network approach advocated in this article.