Suchergebnisse

Symbolic narratives, such as an "ivory tower", a "grey zone", or a "black box" tell us about the gap between university and society, and academia and industry. Recently, they have been replaced by the Quadruple Helix model, which closes the gap by connecting four main stakeholders— government, university, industry, and society, into an innovation ecosystem. However, the roles of the different stakeholders are often blurred and difficult to define, and it is difficult to develop a basic approach to implement responsible innovations in industrial ecosystems in general. On the other hand, the interactions between stakeholder groups, especially universities and industry, are not sufficiently demonstrated in both scientific literature and empirical studies. We note that the responsible research and innovation (RRI) approach should facilitate a framework of shared taxonomy among stakeholders. By highlighting this situation, we follow the paradigm of emerging thinking and we seek to fill this knowledge gap theoretically and empirically. Therefore, in this study, we combined several strategies and perspectives. First, we conducted survey research concerning social capital in Poland and Lithuania to understand the impact of social capital and trust on stakeholder cooperation. Second, we conducted interviews with scientists who actively work to transfer knowledge into industry. Third, we utilized field notes from working experiences in research management. This work has theoretical and practical implications. The theoretical contribution of the paper demonstrates the construction of methodology based on emerging perspectives, and new theoretical insights, on professional discourses for implementing the responsible innovation approach in industrial ecosystems, by highlighting the commitments of main stakeholder groups. Practical input: our insights and empirical research will contribute toward sustainability policymaking and achieving substantial results in industrial ecosystems. The results indicate that if there is trust, then the government, companies, and society (in Poland and Lithuania) would be willing to cooperate with each other. However, there is a lack of trust and cooperation between universities and businesses. Stakeholders have become increasingly aware of the emergence of a science and industry cooperation as an open platform, enlarged with society and policies. They note the problem of making research public and transparent as part of a new mode of cooperation; however, they articulate RRI as a framework of shared taxonomy.

The article highlights the education community, drawing the community as a strengthening of local government units; debate on the participation of community members in self-governance process. The article discusses the case study; exposing the local community (Kupiškis district) participation in political and cultural life of the community, directly to the (self) pulling into municipal development processes and public civil debate edge business development actualities positioning. Concerned members of the community competencies, activities and feel, the presentation of their region as a smart social space of the region, in support of a competitive advantage in the global market – i.e. community participation, the promotion of entrepreneurship in the region; the development of tourism, the use of existing natural, cultural and other resources.

The process of companies undertaking adaptation in the face of changing conditions which have been influenced by factors such as globalisation, technological changes, environmental changes, competition, political decisions, worker mobility, population structure, and so on, is one of the major challenges of modern corporate governance. Changes in a company are inevitable, but they do not always directly correlate with the employee's sense of security, including whether the employee feels safe about their workplace, in-come, of future roles in the company in the face of potential changes. There is an inverse relationship between the employee's sense of security and their time spent with the company. One way of managing this which can help to ensure a sense of security for employees within the company is to directly involve them in the process of implementing changes in the organisation. The main goal of this paper is to highlight the principal aspects of employee engagement in change management processes and to gain an increased level of understanding in terms of the implementation of change at the organisational level by involving employees. Research methods: a systematic and comparative analysis of concepts and methods which have been published in the available scientific literature, statistical processing, an instrumental case study, interviews, surveys, and a content analysis of strategic documents; followed by modelling. The theoretical contribution of the paper demonstrates construction of methodology quidded on the Emergent perspective and new theoretical insights on professional discourse. Practical input shows that employee involvement in change processes is directly related to the speed of strategic change in the company

The process of companies undertaking adaptation in the face of changing conditions which have been influenced by factors such as globalisation, technological changes, environmental changes, competition, political decisions, worker mobility, population structure, and so on, is one of the major challenges of modern corporate governance. Changes in a company are inevitable, but they do not always directly correlate with the employee's sense of security, including whether the employee feels safe about their workplace, in-come, of future roles in the company in the face of potential changes. There is an inverse relationship between the employee's sense of security and their time spent with the company. One way of managing this which can help to ensure a sense of security for employees within the company is to directly involve them in the process of implementing changes in the organisation. The main goal of this paper is to highlight the principal aspects of employee engagement in change management processes and to gain an increased level of understanding in terms of the implementation of change at the organisational level by involving employees. Research methods: a systematic and comparative analysis of concepts and methods which have been published in the available scientific literature, statistical processing, an instrumental case study, interviews, surveys, and a content analysis of strategic documents; followed by modelling. The theoretical contribution of the paper demonstrates construction of methodology quidded on the Emergent perspective and new theoretical insights on professional discourse. Practical input shows that employee involvement in change processes is directly related to the speed of strategic change in the company

The process of companies undertaking adaptation in the face of changing conditions which have been influenced by factors such as globalisation, technological changes, environmental changes, competition, political decisions, worker mobility, population structure, and so on, is one of the major challenges of modern corporate governance. Changes in a company are inevitable, but they do not always directly correlate with the employee's sense of security, including whether the employee feels safe about their workplace, in-come, of future roles in the company in the face of potential changes. There is an inverse relationship between the employee's sense of security and their time spent with the company. One way of managing this which can help to ensure a sense of security for employees within the company is to directly involve them in the process of implementing changes in the organisation. The main goal of this paper is to highlight the principal aspects of employee engagement in change management processes and to gain an increased level of understanding in terms of the implementation of change at the organisational level by involving employees. Research methods: a systematic and comparative analysis of concepts and methods which have been published in the available scientific literature, statistical processing, an instrumental case study, interviews, surveys, and a content analysis of strategic documents; followed by modelling. The theoretical contribution of the paper demonstrates construction of methodology quidded on the Emergent perspective and new theoretical insights on professional discourse. Practical input shows that employee involvement in change processes is directly related to the speed of strategic change in the company

The process of companies undertaking adaptation in the face of changing conditions which have been influenced by factors such as globalisation, technological changes, environmental changes, competition, political decisions, worker mobility, population structure, and so on, is one of the major challenges of modern corporate governance. Changes in a company are inevitable, but they do not always directly correlate with the employee's sense of security, including whether the employee feels safe about their workplace, in-come, of future roles in the company in the face of potential changes. There is an inverse relationship between the employee's sense of security and their time spent with the company. One way of managing this which can help to ensure a sense of security for employees within the company is to directly involve them in the process of implementing changes in the organisation. The main goal of this paper is to highlight the principal aspects of employee engagement in change management processes and to gain an increased level of understanding in terms of the implementation of change at the organisational level by involving employees. Research methods: a systematic and comparative analysis of concepts and methods which have been published in the available scientific literature, statistical processing, an instrumental case study, interviews, surveys, and a content analysis of strategic documents; followed by modelling. The theoretical contribution of the paper demonstrates construction of methodology quidded on the Emergent perspective and new theoretical insights on professional discourse. Practical input shows that employee involvement in change processes is directly related to the speed of strategic change in the company