Purpose Institutional theory assumes practice adoption and subsequent decoupling. However, there is a range of alternative organizational theories that challenge this view and offer instead their reinterpretation, extension and modification of institutional predictions with regard to the adoption and possible range of various responses and processes that follow the decision to adopt. This paper aims to review this spectrum of theories and suggest how they clarify, supplement, correct, restrict and/or abandon some institutional explanations and predictions. Design/methodology/approach Extensions and alternatives to institutional theory are mainly motivated by the need to have a theory of practice adoption and variation, and a plethora of alternative practice adoption theories currently exists in the literature. The authors review these theories and compare them against institutional theory and against each other. Findings The analysis revealed shortcomings and advantages of alternative theories compared to institutional theory and against each other. It is suggested which theory is most useful in each domain of application. The authors review and compare institutional theory, Scandinavian institutionalism, management fashion theory, virus theory and institutional inertia theory and analyze how and whether they are able to reproduce the success of institutional theory and successfully address and resolve its shortcomings and gaps. The authors conclude by discussing whether regular emergences of new theories that account for the idea-handling stage of diffusion signals institutional theory’s limit of validity in this domain. Originality/value The problem of idea emergence/diffusion/disappearance and adoption/variation/use are fundamentally different, but both of them motivated researchers to go beyond institutional theory. Despite being the dominant theory of organizations internally consistent and explaining a wide range of empirical observations, it is evident that institutional theory is not a complete theory. This paper contributes to this problem by exploring and comparing existing candidates for practice variation theory.
Корнілова І.М. к.е.н., доцент, доцент кафедри менеджменту інноваційної та інвестиційної діяльності Київський національний університет імені Тараса Шевченка Оліх Л.А. к.е.н., доцент, доцент кафедри менеджменту інноваційної та інвестиційної діяльності Київський національний університет імені Тараса Шевченка Чорна Н.А. магістр менеджменту, ризик-менеджер АТ «Альфа-Банк»
Making intellectual capital the strategic resource of an innovation-oriented organization under post-industrial economy formation requires improving the decision-making quality while choosing its development strategies. To a large extent, the effectiveness of strategic intellectual capital management depends on its methodological principles development, which determines the relevance of the subject chosen.The purpose of the article is to form a methodical tool for substantiating the strategies of intellectual capital development in a research organization based on multi-criteria analysis.As a methodological platform, the following methods for conducting research were chosen: an aggregated structural approach, in particular, the method of audit-evaluation by Brooking, to evaluate intellectual capital; SWOT analysis – to determine the strategic position of the company regarding its intellectual capital. To confirm the expert opinions consistency within the empirical studies framework, the concordance coefficient, estimated on the Pearson criterion, was calculated. The key to research is the multi-criteria analysis (SAW, TOPSIS, COPRAS) methods for evaluating, ranking and selecting strategic alternatives for the intellectual capital development of the research company.Thus, the article takes a new view of using the scenario approach to the formation of an intellectual capital strategy. The strategy development stages are outlined, and the peculiarities of their methodological support are determined. In particular, the necessity to include into the test program for intellectual capital the estimation of its management efficiency is proved. The authors present an example of adapting SAW, TOPSIS, COPRAS methods for the evaluation and ranking of strategic alternatives to human, structural and market capital development.Consequently, the results allowed to mathematically formalize the rating task and to form the optimal strategies portfolio of human, structural, market capital of organization, as well as to combine factors of the internal and external environment. Thus, the suggested methodological approach can be used by the heads of research organizations to develop and substantiate strategic management decisions to optimize their intellectual capital development.
Time-management is one of the current trends in the development of modern management science. The author presents management science’s school representatives’ approaches to time as a resource and its meaning in management science. The study shows that the main stages of timemanagement form an independent branch of science. The uniqueness of time- management is that its theory and practice are very close and rather individual due to circumstances. Authors of books on various time-management techniques often describe their own experience of their use. Our research has shown that applying the same time-management techniques yields different results for different people, groups, and companies. This article summarizes the tools of time-management. The most common computer programs for forming and implementing a corporate timemanagement system are singled out and characterized. The essence of their work is revealed, and characteristic features that emphasize their main advantages are given. The presented research results indicate that a third of the enterprise’s problems with productivity and labor efficiency is related to the time-using approach. One of the ways to overcome this problem is to introduce a corporate time-management system at the enterprise. Under current conditions, it is advisable to use computer programs to develop and implement an effective corporate time-management system. The most common programs for effective organization and use of time in the company are Asana, Basecamp, Jira, Redmine, Todoist, Trello. These programs have a classic set of functions for effective planning, organization, and use of time. They are mostly easy to use and synchronize with applications essential to teams of various sizes. The programs are flexible in use. It is also advantageous that their developers constantly work on improving the programs considering modern market requirements.
Корнілова І. М., Оліх Л. А. Стратегічне управління інтелектуальною власністю організації в контексті процесного підходу Метою статті є узагальнення та подальший розвиток теоретичних положень стратегічного підходу до управління інтелектуальною власністю організації, зокрема через призму концептуальних засад та етапів його здійснення. У статті обґрунтовується необхідність розробки ефективної системи стратегічного управління інтелектуальною власністю інноваційно орієнтованої організації в умовах посилення конкуренції на ринках наукоємної продукції та перетворення інтелектуальної власності на ключовий стратегічний ресурс економічного зростання. Надається визначення стратегічного управління інтелектуальною власністю, обґрунтовується його значення та місце в системі менеджменту сучасної організації. Виділяються особливості стратегічного управління інтелектуальною власністю, умови забезпечення його ефективності. Основна увага приділяється дослідженню сутнісних характеристик стратегічного управління інтелектуальною власністю при формулюванні стратегічного бачення у сфері інтелектуальної власності, проведенні діагностики внутрішніх та зовнішніх чинників впливу, розробці й обґрунтуванні вибору стратегічних альтернатив для формування портфеля стратегій інтелектуальної власності, їх реалізації та здійсненні стратегічного контролю. Здійснено систематизацію видів стратегій інтелектуальної власності за різними класифікаційними ознаками. Перспективами подальших досліджень є питання аналітичного, методичного забезпечення вибору стратегій з можливих альтернатив розвитку для посилення обґрунтованості управління інтелектуальною власністю організації.
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