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1 – 10 of over 9000Bill B. Francis, Iftekhar Hasan and Gokhan Yilmaz
This chapter investigates whether core competence of managers and their expansive (vs. specialized) managerial style affects firms' innovative ability, capacity, and efficiency…
Abstract
This chapter investigates whether core competence of managers and their expansive (vs. specialized) managerial style affects firms' innovative ability, capacity, and efficiency. Using exogenous CEO departures as a natural experiment, it establishes a causal link between managerial capability and innovation. Importantly, it reveals that firms with talented managers receive significantly more nonself citations; make significantly lower self-citations and lesser citations to the others, indicating novel and explorative innovation achievements. Also, managers with higher general (specialized) ability are cited more (less) by patents from a wider range of fields. Lastly, career concern is identified as a mechanism linking higher ability and innovation.
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New ways of working (NWW) change some fundamental processes in the workplace. NWW practices like teleworking, flexible workspaces, and flexible working hours lead to different…
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New ways of working (NWW) change some fundamental processes in the workplace. NWW practices like teleworking, flexible workspaces, and flexible working hours lead to different behaviors of employees. But does the employment of NWW practices also have an impact on the innovation behavior of employees? This chapter explores this relationship and uses qualitative data from case studies to illustrate the complex linkages between three components of NWW and IWB.
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Ray-May Hsung, Yi-Jr Lin and Ke-Wei Lu
Purpose – Structural embeddedness of social networks within and beyond work organizations has shown its association with the innovation at work for employees from literature…
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Purpose – Structural embeddedness of social networks within and beyond work organizations has shown its association with the innovation at work for employees from literature. Structural embeddedness includes three dimensions: the diversity, density, and trust of accessed networks. This chapter attempts to compare how structural embeddedness mechanizes on innovation at work differently for employees in hi-tech and non-hi-tech sectors.Methodology/approach – We analyzed 1,817 cases of currently employed respondents from the 2005 Taiwan national survey on social capital. All the indicators on structural embeddedness are operationalized from position-generated networks, and we performed regression models for total, hi-tech, and non-hi-tech samples.Findings – Except the universal effects of diversity on innovation at work for employees in both hi-tech and non-hi-tech sectors, density and trust of accessed networks significantly affect innovation at work only for employees in non-hi-tech sectors. There is a slight interaction effect between trust and density on innovation at workplaces. Those individuals with high-degree trust in accessed networks tend to have a lower degree of innovation while their network density is high. It implies that complementary networks seem to be more useful for applying new ideas at the workplace for non-hi-tech workers.Originality/value of chapter – This chapter contributes to the literature by presenting the importance of structural embeddedness of accessed social networks for innovation at work.
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Soubaneh Omar Bouh and Hülya Ünlü
The main purpose of this study is to see the effects of Information Communication Technology (ICT) on a firm's innovation performance in sub-Saharan Africa (SSA). The objective of…
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The main purpose of this study is to see the effects of Information Communication Technology (ICT) on a firm's innovation performance in sub-Saharan Africa (SSA). The objective of this study is twofold: First, it aims to analyze the impact of ICT applications on firms' innovative behavior and whether firms using ICT applications more intensively are also more innovative. Second, and more essentially, it assesses empirically the impact of ICT applications on firms' innovative performance in sub-Saharan African countries by using instrumental variable probit model. Therefore, we used data from the 2013 enterprise survey (Business Environment and Enterprise Performance Survey (BEEPS)). According to our results, the most important ICT tools are emails and using the internet for online sales. Firms who have IT Teams are not creating any difference; however, if a firm purchase or develop in-house any software then they are more likely to produce innovation than the other firms.
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Purpose: This study explores how computer video games can promote creative techniques. It specialises in innovative elements of special educational video games: Virtual Recreation…
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Purpose: This study explores how computer video games can promote creative techniques. It specialises in innovative elements of special educational video games: Virtual Recreation Based Mastering (VRBM), behavioural analytics and defined research results to measure the creative energy of leisure activities on laptops. The involvement and inclusion of gaming in learning are being adopted globally and becoming true global citizens. The macro problems and awareness, such as sustainability, climate changes, etc., around it can be easily created through the advent of PC games.
Design/Methodology/Approach: Examining job incentives, true tales, and inventive skill-related elements allow for measuring creative aspects. The Player’s Statistics for Pride (PSFP) survey technique employs a heuristic checklist in the world of sports games to look at the areas of participating sports that are important to a participant’s overall performance and to assess the participant’s knowledge. Energy, freedom and control, connections and presence contribute to player happiness. This examination evaluates how these sports affect participants’ knowledge and the impact of the teacher’s information on student learning. The study aimed to enhance the understanding of the inventive capacity of persons engaged in developing knowledge and abilities while playing video games.
Findings: The findings demonstrate that a region’s capacity for innovation propels it to a certain degree of overall success in the leisurely game of service activity mastery. Results on how video games broaden crucial research as a foundation for the research version of creative skills are anticipated (CPLN). CPLN openly discusses the link between research concepts and innovation. The results’ interpretation is crucial.
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Michael F. Kennedy and Michael M. Beyerlein
Intellectual capital (IC) and social capital (SC), as forms of intangible value in organizations, are crucial assets in today's volatile business environment. Efforts to retain…
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Intellectual capital (IC) and social capital (SC), as forms of intangible value in organizations, are crucial assets in today's volatile business environment. Efforts to retain and develop these intangibles are becoming more deliberate and disciplined. However, organizations fail to recognize the relationship between organizational distress and the loss and/or reduction of intangible value. The loss of intangible value may potentially impact an organization with equal or greater damage than the loss of more tangible value. IC and SC generate many outcomes beneficial to the individual and the organization. These benefits are reduced when stress of employees becomes excessive and damaging. The relationship between the health of an organization and the degree of impact of distress serves as a lingering threat to organizational financial resources. Managers must build upon the growing knowledge from research and practice to help organizations account for the costs of organizational distress, translate the importance of intangible value into tangible terms, and garner support for developing IC and SC to obtain business objectives. Deliberate and disciplined effort to build collaborative capital can facilitate the growth of IC and SC which minimize the damage of organizational distress.
Donald F Kuratko, R.Duane Ireland and Jeffrey S Hornsby
Environmental uncertainty, turbulence, and heterogeneity create a host of strategic and operational challenges for today’s organizations (Brown & Eisenhardt, 1998). To cope with…
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Environmental uncertainty, turbulence, and heterogeneity create a host of strategic and operational challenges for today’s organizations (Brown & Eisenhardt, 1998). To cope with the challenge of simultaneously developing and nurturing both today’s and tomorrow’s core competencies, firms increasingly rely on effective use of corporate entrepreneurship (Covin & Miles, 1999). These facts make it imperative that managers at all levels actively participate in designing and implementing a strategy for corporate entrepreneurship actions. The recent literature reveals that there is a general although certainly not a complete consensus around the position that successful corporate entrepreneurship (CE) is linked to improvement in firm performance (Ireland et al., 2001). Covin, Ireland and Kuratko (2003) suggest that corporate entrepreneurship is increasingly recognized as a legitimate path to high levels of organizational performance and that the understanding of corporate entrepreneurship as a valid and effective practice with real, tangible benefits is occurring across firm type and managerial levels. Other researchers cite corporate entrepreneurship’s importance as a growth strategy (Kuratko, 1993; Kuratko et al., 1993; Merrifield, 1993; Pinchott, 1985; Zahra, 1991; Zahra & Covin, 1995; Zahra, Kuratko & Jennings, 1999). As an example, Dess, Lumpkin and McGee (1999) note that, “Virtually all organizations – new start-ups, major corporations, and alliances among global partners – are striving to exploit product-market opportunities through innovative and proactive behavior” – the type of behavior that is called for by corporate entrepreneurship. Barringer and Bluedorn (1999) suggested that in light of the dynamism and complexity of today’s environments, “…entrepreneurial attitudes and behaviors are necessary for firms of all sizes to prosper and flourish.” Developing an internal environment that cultivates employees’ interest in and commitment to creativity and the innovation that can result from it contributes to successful competition in today’s competitive arenas. A valuable and appropriate internal organizational environment is a product of effective work (often within the context of corporate entrepreneurship) by managers at all levels (Floyd & Lane, 2000).
Petra Christmann and Glen Taylor
Globalization increases concerns about national governments’ ability to regulate firms’ environmental conduct because firms can avoid complying with stringent environmental…
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Globalization increases concerns about national governments’ ability to regulate firms’ environmental conduct because firms can avoid complying with stringent environmental regulations by locating polluting operations in countries with low regulations. Business self-regulation is increasingly seen as a force that can counterbalance the decreasing power of governments in the global economy. Previous research identified external stakeholder pressures as an important determinant of business self-regulation. In this chapter we explore how firm capabilities affect the likelihood that firms self-regulate their environmental conduct by adopting ISO 14000 environmental standards. Our findings show that firm capabilities are indeed an important determinant of self-regulation in the global economy. We discuss implications of this finding for governments, other stakeholders, and business decision makers.
Stanley M. Gully and Jean M. Phillips
The purpose of this chapter is to extend research and theory on learning and performance orientations to multiple levels of analysis. We begin by introducing a model describing…
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The purpose of this chapter is to extend research and theory on learning and performance orientations to multiple levels of analysis. We begin by introducing a model describing the impact of individual learning and performance orientations on attentional focus, response to failure, experimentation, and motivation, and identify potential sources of these orientations. We then describe how learning and performance orientations are linked to incremental and profound change, and theoretically based propositions are presented to guide future research efforts. Leadership, organizational learning, and strategic human resource management are discussed in relation to the model, and implications of the framework for future research and practice are revealed.