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1 – 10 of over 99000Iara Sibele Silva, Patrícia Bernardes, Felipe Diniz Ramalho, Petr Iakovlevitch Ekel, Carlos Augusto Paiva da Silva Martins and Matheus Pereira Libório
The purpose of this paper is to present the innovation management program (IMP) (FAZ Program) and analyze its results according to the public policy goals that support it…
Abstract
Purpose
The purpose of this paper is to present the innovation management program (IMP) (FAZ Program) and analyze its results according to the public policy goals that support it (Pró-Inova) suggesting improvements.
Design/methodology/approach
Intensive-direct-observation method in 43 companies; systematic data gathering and analysis (172 meeting documents); and innovation maturity diagnostics in 30 companies between August 2013 and May 2016.
Findings
The FAZ Program success rate according to the Pró-Inova goals achieved 81 percent. The percentage of completion of FAZ activities decreases during its implementation from 100 percent (strategic module) to 74 percent (management module) and ending at 46 percent (project module). The maturity for innovation of these committees/teams is decisive for those percentages. Companies whose maturity for innovation of the strategic committee and the organizational team are above average or excellent have, respectively, 1.8 and 1.7 times greater probability of implementing the program successfully.
Research limitations/implications
The FAZ Program represents only 4 percent of the programs supported by Pró-Inova. The innovative products, processes and businesses produced by the FAZ Program implementation are not measured. These innovations usually happen several years after an innovative management models implementation.
Practical implications
The maturity for innovation diagnosis is useful both to evaluate the company’s innovation capacity and to predict its chances of implementing the program successfully. Adjusting the structure of the model (e.g. PDCA cycle for the organizational module) and improving the program’s implementation (e.g. ensure management module resources and maturity for innovation capacity) can increase the program’s success rate.
Originality/value
Previous research works on IMPs supported by Pro-Inova focus on describing their methodology or benefits. The results allow answering what and how one of these programs offers in a return to the public innovation support received.
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Alex Maritz, Anton de Waal, Stephan Buse, Cornelius Herstatt, Astrid Lassen and Ross Maclachlan
Innovation education has been identified as a key contributor to enhancing the innovative behavior of individuals, organizations and economies; yet very little literature exists…
Abstract
Purpose
Innovation education has been identified as a key contributor to enhancing the innovative behavior of individuals, organizations and economies; yet very little literature exists on the development and assessment of innovation education programs (IEPs). This is particularly so in the higher education and vocational education domains. The purpose of this paper is to bridge the gap in the literature, by proposing a conceptual framework of a multi-dimensional IEP.
Design/methodology/approach
The paper employs a transparent and reproducible procedure and critical appraisal of the literature; coupled with emergent inquiry and case study implementation of a leading international IEP.
Findings
The study provides a framework by which innovation education facilitators may develop and evaluate their IEPs. The proposed framework provides a thematic appreciation of the multi-dimensional relationships between components.
Research limitations/implications
Limited within the context of this case study, geographical context and scant literature on IEPs and reproducible procedure.
Originality/value
The study provides a conceptual innovation education framework, based upon a successful international innovation management program.
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Hannah Meacham, Jillian Cavanagh, Amie Shaw and Timothy Bartram
The purpose of this paper is to examine human resource management (HRM) innovation programs in the early stages of employment for workers with an intellectual disability (WWID).
Abstract
Purpose
The purpose of this paper is to examine human resource management (HRM) innovation programs in the early stages of employment for workers with an intellectual disability (WWID).
Design/methodology/approach
The first case study was carried out at a large national courier company where a film innovation programme was used to enhance the socialisation process of WWID. The second case study was at a five-star hotel situated in a large city where a buddy system innovation programme was used in the induction and training process of WWID.
Findings
The overarching “life theme” created through these innovation programs was one of enhanced and creative opportunities for social inclusion. The participants displayed more confidence and independence in their ability and exhibited aspirations to advance and succeed in their roles.
Practical implications
The study argues that HR professionals need to be more proactive in finding innovative ways to engage WWID in the early stages of employment.
Originality/value
The qualitative study is underpinned by socialisation and career construction theory which provides the framework to discuss the ways in which socialisation and socially inclusive HRM practices enable participants and other WWID achieve success on their career paths. The key message of our research is that early vocational socialisation innovation programs can make a positive difference to the work experiences of WWID.
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Pavel Sorokin, Isak Froumin and Svetlana Chernenko
The universal “promise of entrepreneurship” has gone far beyond the borders of countries where it emerged. Education systems might play an important role in this process by…
Abstract
The universal “promise of entrepreneurship” has gone far beyond the borders of countries where it emerged. Education systems might play an important role in this process by legitimizing entrepreneurship related myths, principles, and social hierarchies. Surprisingly, against the literature on the role of education in producing and allocating human capital, entrepreneurship education development on organizational, national, and global scale is only emerging as a theme of mainstream academic discussions. This paper applies multi-level approach to get insights on what role might higher education have in promoting global “entrepreneurial culture,” with a focus on post-Soviet countries. We analyze supra-national initiatives, national policies, leading universities’ practices, and the actual characteristics of entrepreneurship education programs in these universities. Our results suggest that drivers of entrepreneurship education development in national higher education systems of post-Soviet countries are not only the “concrete” and “technical” institutional factors on the national level, but also the broader cultural environment. Though institutional environment in post-Soviet countries does not always objectively meet high international standards we found many cases when official policy documents state goals related to teaching entrepreneurship in higher education and there are concrete programs devoted to entrepreneurship education sharing largely similar “entrepreneurial” worldviews. We also found that the actual perceptions and strategies of the actors directly involved in entrepreneurship education practices demonstrate much higher similarity than formally declared education policies in the related countries.
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Shantha Liyanage and Patrick S. Poon
Technology and innovation management education is now regarded as a critical area of study in most business schools. This growing importance is partly a strategic response to…
Abstract
Technology and innovation management education is now regarded as a critical area of study in most business schools. This growing importance is partly a strategic response to managing knowledge‐driven industry development. In a changing business climate, traditional management education needs to combine with pragmatic technology management education that provides rich ground for developing managerial theories that are less “fuzzy” and practically more relevant to industry needs. Management studies are not just about theoretical constructs, but must, instead, address practical resolutions and problem solving in the real business world. This paper investigates the epistemological, pedagogical and organizational factors impacting on the design, development, and implementation of technology management learning programs. In doing so, it brings theory in line with practice. It draws on the authors' personal experiences, case examples, and student reflections during a project over three years to design, develop and implement a masters‐level Web‐based online technology program in three countries – Australia, Hong Kong and Singapore. Effective management learning, we argue, needs a techno‐managerial approach that combines general management theories with technology management practice to link business and technology communities.
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Stanislaus Lobo and Premaratne Samaranayake
This paper proposes an integrated approach for assessing innovation management practices using an innovation management assessment framework, with the application of the innovation…
Abstract
Purpose
This paper proposes an integrated approach for assessing innovation management practices using an innovation management assessment framework, with the application of the innovation management assessment framework at the incubation and firm level.
Design/methodology/approach
Innovation management assessment framework is developed, based on the literature review. An innovation management assessment framework toolkit for training innovation practitioners is proposed as the basis for the framework implementation in the industry. The main approach is to make close alignment of the design for lean six sigma phases within broader innovation and stage-gate model in the innovation management assessment framework.
Findings
The operationalization of the innovation management assessment framework is enabled and supported by an assessment framework and a toolkit for managing innovation.
Practical implications
A roadmap for innovation management and assessment of performance at incubatee/firm level.
Social implications
It provides a tool for developing innovative products and services for incubatees in start-ups, thus fueling the economy. It also has applications for ongoing established businesses.
Originality/value
Innovation of new business development can be made through a well-designed and implemented innovation programme that is aligned with stage-gate and design for lean six sigma phases through the innovation management assessment framework.
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Emanuel Soares Ponciano and Creusa Sayuri Tahara Amaral
The purpose of this paper is to present the factors that form the innovation environment in the Business Process Outsourcing (BPO) sector, from a case study in a Brazilian…
Abstract
Purpose
The purpose of this paper is to present the factors that form the innovation environment in the Business Process Outsourcing (BPO) sector, from a case study in a Brazilian multinational company operating in the Information and Communication Technologies (ICT) and BPO segment.
Design/methodology/approach
Minnesota Innovation Research Program (MIRP) questionnaire was adopted, aimed to environment conducive to innovation. It was applied to a sample of employees, from different hierarchical levels, who participated in an innovation training program developed and implemented by the organization. The data were analyzed to verify, in a simplified initial diagnosis, the influence of internal and external factors defined by MIRP in the company's innovation process.
Findings
Innovation management process focuses predominantly on processes (71.4% of occurrences). As impact of the factors: results (88.9%), autonomy (76.3%), leadership (74.9%), resources (74.6%), internal relationship of the innovation group (73.1%), formalization (68.4%), processes (64.5%), relationship effectiveness (63.7%), external relationship of the innovation group (63.2%) and dependence on external resources (52.6%). There was confirmation that the innovation program of company is effective and that the culture of innovation is institutionalized.
Research limitations/implications
A crossing of supplementary information could reveal some significant difference in the perception of the innovative culture and performance of the innovation processes between distinguished profiles.
Practical implications
Better guidance for management of ICT/BPO companies in an Open Innovation paradigm.
Social implications
Better relationship among the actors of an Open Innovation industry arrangement.
Originality/value
Improvement of the innovation process can occur through a greater focus on Open Innovation.
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This article seeks to clarify the role of knowledge management in innovation as an aid to addressing this complexity. The article seeks to identify the drivers for application of…
Abstract
Purpose
This article seeks to clarify the role of knowledge management in innovation as an aid to addressing this complexity. The article seeks to identify the drivers for application of knowledge management in innovation. It also details the nature of the role of knowledge management in innovation as well as its value proposition.
Design/methodology/approach
The methodology used was literature research and some personal experiences and interpretations.
Findings
In the fast changing business world of today, innovation has become the mainstay of organizations. The nature of global economic growth has been changed by the speed of innovation, which has been made possible by rapidly evolving technology, shorter product lifecycles and a higher rate of new product development. The complexity of innovation has been increased by growth in the amount of knowledge available to organizations.
Originality/value
Innovation is extremely dependent on the availability of knowledge and therefore the complexity created by the explosion of richness and reach of knowledge has to be recognized and managed to ensure successful innovation.
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Seleshi Sisaye and Jacob G. Birnberg
The mechanistic-organic assumptions of SF address those organizational factors related to structural arrangements, contextual factors, job-task work activities, and human…
Abstract
The mechanistic-organic assumptions of SF address those organizational factors related to structural arrangements, contextual factors, job-task work activities, and human resources management policies. Organizations adopt structures and procedures in search of legitimacy and institutionalization (Riebero & Scapens, 2006, p. 96). Structures manifest themselves in centralized (mechanistic) and/or decentralized (organic) forms. These structures can be loose or tightly controlled; they can involve independent or interdependent tasks. These conditions have a direct impact on the operation of management information and control systems that will, in turn, impact organizational learning and process innovations, which, ultimately, affects organizational performance.
Daniel I. Prajogo and Amrik S. Sohal
Addresses the key question of whether there is a link between quality management practices and innovation performance. Presents an empirical case study of a large manufacturing…
Abstract
Addresses the key question of whether there is a link between quality management practices and innovation performance. Presents an empirical case study of a large manufacturing firm in Australia that has been successfully maintaining its competitive advantage and growth. Analysis of the research findings suggests five major lessons that can be learned from the company. First, organisations need to keep vigilant in observing the changes occurring in the business environment and adjust their strategy in accordance with these changes. Second a quality management system needs to be implemented and aligned with the company's business strategy. Third, TQM principles that were developed in the manufacturing area can be adapted in the design and development area and provide a greater leverage for the business in the future. Fourth, the case study demonstrates a recursive learning process. Finally, it is highly important for organisations to redefine and broaden the application of the principles of total quality management and to understand the need to tailor these principles.
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