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Innovation is ever more critical for sustainable business performance in the contemporary, global economic and social context. Small- and medium-sized enterprises (SMEs…
Innovation is ever more critical for sustainable business performance in the contemporary, global economic and social context. Small- and medium-sized enterprises (SMEs) are arguably well positioned to innovate through their potential for rapid adjustment. Although leadership and organizational climate have been identified as playing a key role in innovation, little is known about whether such influences play out in SMEs. The aim of this study is to explore how leaders shape the organizational climate of their firms to enhance innovation.
The article presents findings from semi-structured interviews conducted with 20 CEOs of SMEs in the Vietnamese tourism sector.
The findings indicate that SME leaders in the tourism sector influenced an organizational climate that provided for autonomy and supported innovation through a number of leadership approaches. They also used daily interaction-based practices to drive the innovative behaviors of employees and developed reward systems to encourage innovation in their organizations.
This study explored leaders' approaches toward developing an organizational climate to stimulate innovation in tourism SMEs. Where leaders share frequent communication and knowledge with their subordinates, they perceive a climate for innovation developments, which stimulates innovation in tourism SMEs.
The study provides implications for managers to improve creativity and innovation in firms through the development of reward and incentive systems along with leadership and team development programs.
This study describes how different leader approaches affect innovation through orientating the organizational climate and business processes within their firms toward encouraging staff to initiate and try out new ideas.
The purpose of this paper is to investigate the effects of empowering leadership, directive leadership and initiating structure on innovation in small and medium…
The purpose of this paper is to investigate the effects of empowering leadership, directive leadership and initiating structure on innovation in small and medium enterprises (SMEs) and examine the mediating role of climate for innovation on those relationships.
Applying structural equation modeling, the study empirically tested the model on a sample of 330 employees from tourism SMEs in Vietnam.
Results indicated that climate for innovation mediated the relationship between empowering leadership and innovation and also initiating structure and innovation. Whereas empowering leadership was found to have a negative direct influence on innovation, directive leadership was unrelated to innovation.
The results of this study contribute to the literature by expanding the existing research on SME innovation, assessing the effect of diverse leadership styles and a climate for innovation on the innovation performance of SMEs. The findings enrich the literature by indicating the contribution of empowering leadership, directive leadership and initiating structure on encouraging innovation in SMEs.
When leading subordinates in the SME context, leaders who have a clear understanding of the effect of empowerment, direction and initiating structure can optimally seek to stimulate innovation. These leadership approaches influence employees’ task, interpersonal and role-related processes that shape a climate for innovation.
The novelty of this paper is that it examines the differential influences of empowering leadership, directive leadership and initiating structure on innovation and the mediating role of climate for innovation on these relationships.
The UK public sector has had a long‐standing policy commitment to equal opportunities, alongside limited access to managerial positions for women, ethnic minorities and…
The UK public sector has had a long‐standing policy commitment to equal opportunities, alongside limited access to managerial positions for women, ethnic minorities and people with disabilities. In place of equal opportunities, a new paradigm, managing diversity, originating in the USA, has been proposed. This paper examines five areas of difference between equal opportunities and managing diversity: an internal or external driving force; an operational or strategic focus; the perception of difference; the focus of action; and finally, the epistemological basis. The paper discusses the application of this model to the public sector, discussing power and equity, the relevance of the “business case” argument, the focus on customer responsiveness, and a possible explanation for the 1980s backlash. There are case studies of an NHS Trust and a local authority. The paper discusses necessary attitudinal changes and skills to implement the managing diversity paradigm in the public sector.
Describes case studies of three organisations, exploring the role of organisational culture as a framework for the inclusion and exclusion of actual and potential…
Describes case studies of three organisations, exploring the role of organisational culture as a framework for the inclusion and exclusion of actual and potential organisational members. To explore common understandings of culture, methods included: repertory grid, group discussions, documentary evidence, discussion with informants, and observation and reflection by the author. Both the culture‐as‐variable and culture‐as‐metaphor perspectives are used respectively to analyse and interpret the data. A number of processes were found significant in the promotion or otherwise of diversity. Significant symbols in each organisation are explored, and theoretical and practical implications are discussed in relation to managing diversity.
The health care industry involves the continual introduction of new clinical interventions and technologies designed to improve patient and business outcomes. This article…
The health care industry involves the continual introduction of new clinical interventions and technologies designed to improve patient and business outcomes. This article argues for the integration of two possible improvement strategies, namely the use of work groups to generate and implement new ideas and the development of leadership capacity to promote innovativeness in others. A longitudinal study of 45 groups of employees at a specialist metropolitan teaching hospital revealed that the adoption of transformational styles of leadership in the workplace influences innovation by producing high levels of group morale that, in turn, results in work group interventions having measurable benefit to patients.
Starting from the viewpoint that career is a gender concept, the author suggests that organisational culture is a key determinant in relation to career paths, fostering success for men, and difficulty for women. Four case study organisations were investigated using repertory grid interviews with men and women managers, group discussions, and documentary evidence. In each case the organisational background, and traditional and current career paths are described, with comments on the extent to which these could be negotiated by women. Respondents outlined what is valued in managers in terms of characteristics and behaviour in their respective organisations. All these aspects are linked to the key assumptions underlying each organisational culture. In three out of the four organisations women faced serious difficulties. Only in a NHS Trust with a female chief executive was there close congruity between culture and style, and career paths open to all.
The word “mantra” is being used increasingly both in general discourse and in business and management literature. As the practice of mantra is an integral part of yoga, starts by briefly discussing the nature of yoga, describing one well known system of yoga, Patanjali’s Astanga or eightfold path. Discusses classical use of mantra in the yoga tradition and compares this to present day usage. Raises the question as to why this word has passed into general usage and is prevalent in management and business and discusses possible reasons. It is hypothesized that this phenomenon could be viewed primarily as a linguistic development, or alternatively as indicative of a move towards spiritual values lacking in modern organizations.
Post-war Italy faced a transition from industrial reconstruction to a phase of mature capitalism characterised by massive internal migrations towards the north of the country. A rapid urbanisation process created large dysfunctional areas at the periphery of the main re-industrialising cities like Milan, Genoa and Turin. In particular Milan has been defined as the capital of the Italian economic miracle (Foot, 2001). But during the 1950s Milan's extended industrial areas were subjected to main socio-spatial transformations: from being a mix of industrial and rural communities just after the war, the peripheries of Milan turned into deprived areas lacking basic services and infrastructure during the 1970s, when social conflicts were increasingly rising. From 1968 to 1977 Milan was also one of the main stages of a cultural revolution that in Italy uniquely assumed deep political implications by undermining the fundamental institutions of the state (Balestrini & Moroni, 1988).