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Article
Publication date: 17 July 2018

Peter R.A. Oeij, Tinka Van Vuuren, Steven Dhondt, Jeff Gaspersz and Ernest M.M. De Vroome

The purpose of this paper is to investigate whether insights into high reliability organizations (HROs) are useful for innovation management teams. HRO teams can keep…

Abstract

Purpose

The purpose of this paper is to investigate whether insights into high reliability organizations (HROs) are useful for innovation management teams. HRO teams can keep failure to a minimum level due to high alertness and resilience. Project teams working on innovation management could benefit from HRO principles and thus reduce their chances of failure.

Design/methodology/approach

A survey among in total 260 team members and team leaders of project teams in innovation management was conducted to study the relation between, on the one hand, organizational features of HROs (“mindful infrastructure”) and HRO principles (adjusted as “innovation resilience behaviour”, IRB), and on the other hand, between mindful infrastructure and IRB and project outcomes.

Findings

From the results it could be concluded that mindful infrastructure associates with IRB, and that IRB has a mediating role in the relation between mindful infrastructure and project outcomes. Innovation management project teams can thus learn from the practice of HRO teams.

Originality/value

To the authors’ knowledge, HRO-thinking has not been applied to team behaviour in innovation management. A fruitful transfer of insights from the domain of safety and crisis management seems applicable to the domain of innovation.

Details

Team Performance Management: An International Journal, vol. 24 no. 7/8
Type: Research Article
ISSN: 1352-7592

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Article
Publication date: 12 October 2015

Samuel Mafabi, John C. Munene and Augustine Ahiauzu

– This study aims to investigate the mediation role of innovation between creative climate and organisational resilience.

Abstract

Purpose

This study aims to investigate the mediation role of innovation between creative climate and organisational resilience.

Design/methodology/approach

The study used a cross-sectional design to collect data about the study variables from parastatal managers using self-administered questionnaires. Hierarchical regression and Medigraph were used to test hypotheses.

Findings

Creative climate has a significant association with innovation and organisational resilience. Innovation partially mediates the effect of creative climate on organisational resilience.

Research limitations/implications

The sample size was small involving only parastatals. The results may be different in an expanded public sector. The study was cross-sectional that is limited in examining long-term effects of creative climate and innovation on organisational resilience. Therefore, a longitudinal study design is proposed for future research.

Practical implications

Managers in parastatals need to provide a conducive creative climate that promotes innovations for organisational resilience.

Originality/value

The study provides empirical evidence on the mediation role of innovation in the relationship between creative climate and organisational resilience in a public sector. The evidence shows the contribution of innovation in striving for organisational resilience based on the creative climate.

Details

International Journal of Organizational Analysis, vol. 23 no. 4
Type: Research Article
ISSN: 1934-8835

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Article
Publication date: 10 October 2016

Peter R.A. Oeij, Steven Dhondt and Jeff Gaspersz

This paper aims to investigate the principles of high reliability organisations (HROs), present in safety and crisis teams, as applied to innovation teams. Safety and…

Abstract

Purpose

This paper aims to investigate the principles of high reliability organisations (HROs), present in safety and crisis teams, as applied to innovation teams. Safety and crisis teams cannot fail, as failure leads to disaster and casualties. Innovation teams cannot fail either, as this harms the organisations’ competitiveness and effectiveness. Do HRO principles, rooted in mindful infrastructure, enable innovation resilience behaviour (IRB)?

Design/methodology/approach

A study of 18 innovation projects performed by project teams was carried out. A survey by team members/leaders of these teams was completed; team members/leaders of other projects were added to achieve a larger sample. Mindful infrastructure consists of team psychological safety, team learning, complexity leadership and team voice. The analyses assessed the teams’ mindful infrastructures as a causal condition enabling IRB.

Findings

Applying qualitative comparative analysis (QCA), the findings indicate that mindful infrastructure enables team IRB, which is a set of team behaviours indicating their resilience when encountering critical incidents. Teams apply different “paths” to IRB.

Research limitations/implications

The exploratory study’s generalizability is limited. The findings nonetheless indicate the usefulness of non-linear techniques for understanding different roads to successful innovation processes.

Practical implications

HRO principles are applicable by non-HROs. These require investments in organisational learning.

Originality/value

HRO studies fail to account for the antecedents of HRO principles. This study groups these antecedents of team behaviour into a mindful infrastructure. QCA has not been applied within the domain of HROs before and only scarcely within the domain of innovation teams.

Details

Team Performance Management, vol. 22 no. 7/8
Type: Research Article
ISSN: 1352-7592

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Article
Publication date: 23 July 2019

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

This research paper concentrates on how components of innovation resilience behavior (IRB) such as team psychological safety can be applied to solving innovation project problems. Adopting a mindful infrastructure that supports IRB can reduce the occurrence of errors by curating an experimental working culture where mistakes are viewed as a positive source of learning, rather than as negative personal failures.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Details

Human Resource Management International Digest , vol. 27 no. 5
Type: Research Article
ISSN: 0967-0734

Keywords

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Article
Publication date: 12 February 2018

Markus Schuckert, Taegoo Terry Kim, Soyon Paek and Gyehee Lee

This study aims to empirically test a research model investigating the effects of authentic leadership (AL) and transformational leadership (TL) on follower service…

Abstract

Purpose

This study aims to empirically test a research model investigating the effects of authentic leadership (AL) and transformational leadership (TL) on follower service innovation behavior (SIB) with follower psychological capital (PsyCap) as a partial mediator.

Design/methodology/approach

Using data from a sample of 336 full-time frontline employees across 15 five-star hotels in Seoul, South Korea, over a time lag of one month, hypothesized relationships were analyzed with structural equation modeling.

Findings

The results suggest that AL has a greater effect on follower PsyCap and SIB than TL. In examining the role of PsyCap as a partial mediator, the results support the hypotheses that AL and TL trigger follower SIB directly but at the same time boost follower PsyCap, thus enhancing follower SIB.

Practical implications

The greater impact of AL on follower PsyCap and SIB suggests that the practice of corporate human resource management should place an emphasis on AL traits in leadership development. This study offers a useful perspective on the development of follower PsyCap and SIB by linking leadership traits.

Originality/value

By discussing AL and TL together within a single research framework, the study extends organizational psychology research by linking TL and AL to two important organizational psychological and performance variables, and exploring their comparative effects.

Details

International Journal of Contemporary Hospitality Management, vol. 30 no. 2
Type: Research Article
ISSN: 0959-6119

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Article
Publication date: 6 August 2018

Zhenzhong Ma, Lei Xiao and Jielin Yin

This study aims to examine contemporary research on organizational resilience and then propose an integrated dynamic model to study organizational resilience with a more…

Abstract

Purpose

This study aims to examine contemporary research on organizational resilience and then propose an integrated dynamic model to study organizational resilience with a more inclusive concept and future research agenda developed.

Design/methodology/approach

This conceptual paper uses the literature review method to analyze and categorize current research on organizational resilience, and then based on the analysis of existing organizational resilience studies, this paper proposes an integrated model for a more inclusive and integrated concept of organizational resilience with refined future research directions.

Findings

A thorough analysis of current organizational resilience research shows that existing studies on organizational resilience have largely focused on isolated dimensions by treating organizational resilience as a state rather than a dynamic capability. This paper proposes that an integrated concept of organizational resilience consists of three dimensions including cognitive, behavioral and contextual resilience, and this dynamic capability should be examined from three different levels, including individual, group and organizational levels to better conceptualize organizational resilience and for better applicability in management practice.

Originality/value

The past decades have seen increasing interests in organizational resilience both from academic scholars and from management practitioners. However, research on this emerging field remains fragmented, and there is little consensus on the conceptualization of organizational resilience. This study contributes to the literature by thoroughly examining current research on organizational resilience and proposes an integrated dynamic model to study organizational resilience.

Details

Nankai Business Review International, vol. 9 no. 3
Type: Research Article
ISSN: 2040-8749

Keywords

Content available
Article
Publication date: 28 November 2018

Marjolein C.J. Caniëls and Jeroen P. de Jong

Abstract

Details

Team Performance Management: An International Journal, vol. 24 no. 7/8
Type: Research Article
ISSN: 1352-7592

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Article
Publication date: 24 February 2020

Mohamed Mousa, Hala A. Abdelgaffar, Walid Chaouali and Mohammed Aboramadan

This paper aims to focus on academics in three private foreign universities located in Cairo (Egypt) to explore the influence of organizational learning (OL) on the level…

Abstract

Purpose

This paper aims to focus on academics in three private foreign universities located in Cairo (Egypt) to explore the influence of organizational learning (OL) on the level of organizational resilience of academics with and without the mediating effect of a multi-stakeholder network.

Design/methodology/approach

The authors used a comprehensive count sampling in which every academic was handed a questionnaire form to fill. This led to a decrease in the likelihood of research bias. In total, the authors distributed 960 questionnaire forms and collected 576 completed questionnaires, which is almost more than 60% of the total population. The authors used structural equation to determine the effect of OL on academics’ level of organizational resilience. The same equation was later used to assess the mediating role of the multi-stakeholder network on the aforementioned relationship.

Findings

The findings highlight a statistically significant influence of OL on academics’ level of organizational resilience. Moreover, the results revealed the significant role of the multi-stakeholder network in mediating the relationship between OL and organizational resilience.

Originality/value

This paper contributes by filling a gap in human resource management and organization literature in the higher education sector, in which empirical studies on the relationship between OL, multi-stakeholder networks and organizational resilience have been limited until now.

Details

Journal of Workplace Learning, vol. 32 no. 3
Type: Research Article
ISSN: 1366-5626

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Article
Publication date: 31 August 2010

Judy Bullock

Abstract

Details

Leadership & Organization Development Journal, vol. 31 no. 6
Type: Research Article
ISSN: 0143-7739

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Book part
Publication date: 31 July 2020

Orit Shani

This chapter explores the phenomenon of organizational resilience. A comprehensive model was advanced and tested while utilizing a quantitative study conducted in the…

Abstract

This chapter explores the phenomenon of organizational resilience. A comprehensive model was advanced and tested while utilizing a quantitative study conducted in the education system in Israel with 98 schools, involving 1,132 educators. Statistical analysis based on structural equation modeling revealed significant relationships between three antecedents (social capital, team empowerment, goal interdependence) and organizational resilience. In addition, a positive significant relationship was found between organizational resilience and organizational functioning in crisis. Organizational resilience was found to be a mediator between three of the antecedents (social capital, team empowerment, goal interdependence) and organizational functioning in crisis. Furthermore, organizational functioning in crisis was found to mediate the relationship between organizational resilience and organizational innovation. Implications for policymakers, managers, and change leaders in organizations are discussed.

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