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1 – 10 of over 19000Iara 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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Tulsi Jayakumar and Rukaiya Kirit Joshi
India is the first country to have mandated compulsory corporate social responsibility (CSR) spends through changes in its legislative framework. Focus has thus shifted from the…
Abstract
Purpose
India is the first country to have mandated compulsory corporate social responsibility (CSR) spends through changes in its legislative framework. Focus has thus shifted from the “why” to the “how” of CSR and, therefore, a shift in the “locus” of CSR responsibility from the “influencer” chief executive officer toward the “implementer” CSR professionals. The purpose of this paper is to study the role of management education in developing individual competencies among the implementers and impacting effective CSR implementation.
Design/methodology/approach
This paper, using a case study design, studies the role of management education in developing individual competencies among the implementers and impacting effective CSR implementation. Building on theoretical frameworks, this paper carries out an exploratory research of an Indian business school’s management education program for development practitioners. It uses qualitative inputs gathered from relevant stakeholders of the program to understand the role of management education in facilitating the paradigm shift in CSR in the Indian context.
Findings
The paper finds that the program has impacted outcomes at three levels, namely through developing key individual CSR-related competencies; impacting participants’ professional performance; and organizational impact in effective CSR implementation.
Practical implications
The case study provides a roadmap to business schools for designing and implementing programs for CSR professionals.
Originality/value
Extant research in the Indian context is silent on key competencies required for CSR implementation and also on the role of management education in developing the same. Such competencies can ensure the efficiency of the expected large CSR spends by private corporates under the new legal requirements and alter the country’s social development path.
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Bert de Groot, Wim Leendertse and Jos Arts
Learning across teams and organisational levels enables organisations to deal with challenges that arise from changing contexts. Project-oriented organisations increasingly use…
Abstract
Purpose
Learning across teams and organisational levels enables organisations to deal with challenges that arise from changing contexts. Project-oriented organisations increasingly use programme management to cope with such challenges and improve performance. This paper aims to find out how different programme configurations affect learning across project teams and between project teams and their parent organisation in project-oriented organisations.
Design/methodology/approach
A case study of a project-oriented organisation involved in five infrastructure programmes was performed.
Findings
The studied programmes linked learning processes at group and organisational levels by creating relationships across project teams and their parent organisation and acting as a knowledge centre. Team learning benefits from the learning culture and stable environment that programmes create for project teams. This study indicates that a programme’s features and focus strongly determines whether a programme predominantly enhances learning across project teams or learning between project teams and their parent organisation.
Originality/value
Although programme management is increasingly used by project-oriented organisations, there are few studies relating to learning in programmes. This study provides new insights into learning across teams through programmes.
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Nobuko Nishiwaki and Akitsu Oe
This study examines the case of an initial training, called “Dojo”, invented and implemented at a production site in the Czech Republic. It clarifies the initial training program…
Abstract
Purpose
This study examines the case of an initial training, called “Dojo”, invented and implemented at a production site in the Czech Republic. It clarifies the initial training program implementation process and offers a conceptual framework for cooperative management of subsidiary activities at the site and firm.
Design/methodology/approach
This study conducts an in-depth analysis of qualitative data from the Czech production site over a five-year period. The theoretical base is the theorization and labeling phase of management innovation (MI), the final phase of which legitimizes a new management practice. Interview data, archival data, pictures and financial data are used for the analysis.
Findings
To legitimize the Dojo in the operational flow controlled by the site and firm, the Czech production site acquires validation of the Dojo from employees and board members of the Japanese and European headquarters, helping the site build trustful relationships with them. Training programs, process standardization and skills standardization of the workers offer benefits to the trainees, production site and firm.
Originality/value
The authors offer theoretical insights into MI at the subsidiary-level, which past studies have not differentiated at the firm-level. The authors also provide details of the implementation and management of initial training for newly hired blue-collar workers at the production site. The findings complement related literature on human resource management and operational management.
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Amanda Greene, Kason O’Neil and Gary Lhotksy
This paper is an account of collaborative action-based research that centered on a new NCAA Division I football program at a regional southeastern university, and the positive…
Abstract
Purpose
This paper is an account of collaborative action-based research that centered on a new NCAA Division I football program at a regional southeastern university, and the positive impacts the collaboration had on the multiple stakeholders involved in the research, which were the university’s sport management faculty, the athletic department, and sport management students. The paper aims to discuss these issues.
Design/methodology/approach
During the action research, these stakeholders moved through a cyclical process that involved reflection, planning, action, and evaluation. Through the action-based cyclical process that was utilized, each of these stakeholders were able to learn, adapt, participate, and make positive change.
Findings
Positive change occurred with the athletic department’s marketing efforts and game day operations, opportunities for sport management students to participate and learn, and development of relationships between two departments.
Research limitations/implications
The cyclical nature of this research model often leads to original hypotheses and research foci to be highly altered during various stages. Another limitation within collaborative action research can be the breakdown in communication among the many parties involved in carrying out this type of research.
Practical implications
While the significance of this study was initially to capture fan information surrounding a new NCAA Division I football program, the stakeholders quickly realized that the action-based research study had more to offer than producing marketing reports for the university athletic department. Inclusion of the students as equal stakeholders in this project proved vital to student learning and involvement. Having the students play such an important role throughout each cycle of the project allowed for additional networking outside the classrooms with potential employers, as well as in-depth discussions and involvement in the classroom when synthesizing and disseminating the marketing information that had been gathered.
Originality/value
The collaboration between two separate departments within a higher education institution was vital to the overall success of the research project. The overall intent of this paper is to provide a practical approach to collaboration among individuals working in different departments of an organization, as the findings from this research project revealed the overall success of the project was only possible through the collaborative effort and joining resources, abilities, areas of expertise, and capabilities.
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Angelo Rosa, Giuliano Marolla and Olivia McDermott
This study explores how Lean was deployed in several hospitals in the Apulia region in Italy over 3.5 years.
Abstract
Purpose
This study explores how Lean was deployed in several hospitals in the Apulia region in Italy over 3.5 years.
Design/methodology/approach
An exploratory qualitative design was drawn up based on semi-structured interviews.
Findings
The drivers of Lean in hospitals were to increase patient satisfaction and improve workplace well-being by eliminating non-value-add waste. The participants highlighted three key elements of the pivotal implementation stages of Lean: introduction, spontaneous and informal dissemination and strategic level implementation and highlighted critical success and failure factors that emerged for each of these stages. During the introduction, training and coaching from an external consultant were among the most impactful factors in the success of pilot projects, while time constraints and the adoption of process analysis tools were the main barriers to implementation. The experiences of the Lean teams strongly influence the process of spontaneous dissemination aided by the celebration of project results and the commitment of the departmental hospital heads.
Practical implications
Lean culture can spread to allow many projects be conducted spontaneously, but the Lean paradigm can struggle to be adopted strategically. Lean in healthcare can fail because of the lack of alignment of Lean with leadership in healthcare and with their strategic vision, a lack of employees' project management skills and crucially the absence of a Lean steering committee.
Originality/value
The absence of managerial expertise and a will to support Lean implementation do not allow for systemic adoption of Lean. This is one of the first and largest long-term case studies on a Lean cross-regional multi-hospital application in healthcare.
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Jeff Ritchie, Emma Lythgoe and John Donovan
Starting in the late 1950s with the creation of the National Council of University Research Administrators (NCURA), followed by the formation of other professional organisations…
Abstract
Starting in the late 1950s with the creation of the National Council of University Research Administrators (NCURA), followed by the formation of other professional organisations both in the USA and Europe, there was a growing sense that research management was indeed a profession. One goal was the creation of professional standards that would lead to a standard training curriculum and, ultimately, a professional credential, and there have been many attempts at developing research administration certification. Now, in the US, accreditation through the Research Administrators Certification Council (RACC) exam has become ubiquitous, whereas in other parts of the world, certification by portfolio is more common. This chapter will compare and contrast the salient features of certification, certificates, and degree programs in research administration and review their development and growth over the past 30 years. The chapter will discuss their relative merits and how they work to advance the profession of research administration.
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