Suchergebnisse

Open source, community and crowd innovations have not only drastically changed the way products and services are developed, but also the way we work and live. Yet, organizations of all kinds, may they be small or large, globalized or local, etc., still struggle to effectively adapt to this social, however, technology-enabled trend. This work sheds light on community-based innovation development within organizations, i.e. organizational innovation communities. Three major questions are tackled: How to introduce organizational innovation communities, or how to build communities from scratch? How to manage organizational innovation communities, or can we manage creativity? How to foster employee engagement, or how to turn ordinary employees into innovation hot-spots? Based on qualitative as well as quantitative research methods, the author derives in-depth and surprising insights as well as hands-on recommendations to speed-up, improve, and foster innovation development.

▪ Abstract  Three ideas—a complex division of labor, an organic structure, and a high-risk strategy—provoke consistent findings relative to organizational innovation. Of these three ideas, the complexity of the division of labor is most important because it taps the organizational learning, problem-solving, and creativity capacities of the organization. The importance of a complex division of labor has been underappreciated because of the various ways in which it has been measured, which in turn reflect the macroinstitutional arrangements of the educational system within a society. These ideas can be extended to the study of interorganizational relationships and the theories of organizational change. Integrating these theories would provide a general organizational theory of evolution within the context of knowledge societies.

Innovations as Seen by Stakeholders. Innovations as Seen by Stakeholders -- Recognition of Patients' Experiential Knowledge and Co-production of Care Knowledge with Patients and Citizens in the 21st Century / Luigi Flora -- Innovative Organizations and Professional Strategies: The Nursing Professional Space / Philippe Moss -- Managed Communities of Practice in the Gerontology Sector: Case of a CoP of Gerontology Volunteers in Sweden / Bertrand Pauget -- Innovations on the Collective Side. Innovations on the Collective Side -- Moving from Partitioning to Transversality in Operating Rooms using Robot-assisted Surgery / Delphine Wannenmacher -- Clinical Poles of Activity, an Opportunity for New Cooperation Between the Actors? The Case of a Hospital / Christelle Havard -- Learning from Reforms Aiming to Disseminate Innovative Organizational Models: The Case of Family Medicine Groups in Quebec / Frederic Gilbert -- Variety and Performance of Innovative Organizational Structures: The Emergence of Territorial Support Platforms / Matthieu Sibu, Sandrine Cueille, Tamara Roberts -- Reflective Insights on Organizational Innovations in Healthcare. Reflective Insights on Organizational Innovations in Healthcare -- Proposals for New Approaches to Contributory Evaluation of Healthcare Pathways from Interface Organizations / Jessica Gheller, Christian Bourret, Gerard Mick -- Innovation and Absorptive Capacity of Organizations in the Healthcare Field / Corinne Grenier, Christine Dutrieux -- Quality Management in Hospitals: The Two Faces of Rationalization Through Indicators / Hugo Bertillot -- List of Authors -- Index -- Other titles from iSTE in Innovation, Entrepreneurship and Management

O livro reúne seis capítulos escritos por diferentes autores: capítulo 1, Mediating Effect of the HRM on the Relationship Between the SIMS and New Product Radicality (pelos autores M. Martinez-Costa, D. Jimenez-Jimenez, Y. Castro-del-Rosario e Ledian Valle-Mestre); Capítulo 2, Reinventing Human Resource Management to Increase Organizational Efficacy (por José Rebelo dos Santos e Lurdes Pedro); capítulo 3, Employer Branding: Issues of Tailoring Your Message in the Modern Age (por Nick G. Chandler e Tamas Nemeth); capítulo 4, A Qualitative Investigation for Platform Model Conceptualization and Design: Propositions for a New Architecture (por Duygu Toplu Ya¸slıo˘glu, Murat Ya¸slıo˘glu e Aykut Berber); capítulo 5, The Utility of Human Resource Managers' Action: A Self-centred Perception by Different Organizational Actors (por João Leite Ribeiro, Delfina Gomes e Ana Caria); e capítulo 6, About Competencies, Creativity, and Innovation in the Portuguese Textile and Clothing Sector (por Carolina Feliciana Machado e Rosa Maria Maia Miranda). Os capítulos são independentes entre si, contudo, todos abordam as diferentes facetas da inovação organizacional e dos recursos humanos no contexto moderno.

AbstractThis paper explores several related propositions. First, socially constructed definitions of innovation influence the domain of innovative activity in organizations. Secondly, selective retention of past organizational history interacts with socially legitimate definitions of innovation. This interaction tends to repress certain modes of innovative effort, while sustaining and promoting others. Finally, repression can be considered an important component of any theory of organizational innovation on two grounds ‐ (1) while much innovative effort is observed in organizations, repression mechanisms may obscure the economic and social value of that effort, and(2) the memory of organizations more generally may be better understood by investigating the possible existence and variations of mechanisms of repression in organizations.RésuméCet article explore plusieurs propositions interreliées. Tout d'abord, les définitions de l'innovation construites sur des concepts sociaux influencent le domaine de l'activité innovatrice dans les organisations. Deuxièmement, la rétention sélective de l'histoire de l'organisation interagit avec les définitions de l'innovation basées sur la légitimité sociale. Cette interaction tend à réprimer certaines formes de l'effort d'innovation tout en soutenant et en stimulant d'autres formes de l'effort d'innovation tout en soutenant et en stimulant d'autres formes d'innovation. Finalement, la répression peut ětre considérée comme une composante importante de toute théorie organisationnelle de l'innovation pour deux raisons — 1) alors qu'on observe un grand effort d'innovation dans les organisations, les mécanismes de répression ont tendance à occulter la valeur économique et sociale de cet effort — 2) la mémoire des organisations peut étre généralement mieux comprise à travers la recherche de l'existence possible de mécanismes de répression dans les organisations.

This paper investigates the relationship between organizational aging and innovation processes to illuminate the dynamics of high-technology industries, as well to resolve debates in organizational theory about the effects of aging on organizational functioning. We test hypotheses based on two seemingly contradictory consequences of aging for organizational innovation: that aging is associated with increases in firms' rates of innovation and that the difficulties of keeping pace with incessant external developments causes firms' innovative outputs to become obsolete relative to the most current environmental demands. These seemingly contradictory outcomes are intimately related and reflect inherent tradeoffs in organizational learning and innovation processes. Multiple longitudinal analyses of the relationship between firm age and patenting behavior in the semiconductor and biotechnology industries lend support to these arguments.