Organizational context variables to be considered in the reward system design oriented to product innovation

Marx, Roberto; Soares, João Paulo Reis; Barros, Lidyane Stephane da Silva

doi:10.7819/rbgn.v18i60.2822

Cited by 5 publications

(2 citation statements)

References 18 publications

(36 reference statements)

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“…Innovation is not limited to only employees but external stakeholders bring new perspective to the organization and hence should be rewarded. [52] Rewarding beliefs and cultural traits…”

Section: Rewarding External Stakeholder For Innovationmentioning

confidence: 99%

Driving Innovation: Reviewing the Role of Rewards

Darmaki¹,

Omar²,

Ismail³

2019

JHRSS

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The role of rewards in promoting innovation has received considerable attention in both theory and practice. The fact that rewards have a positive impact on promoting innovation is well established. However, this relationship is complex since different types of rewards are suited for various kinds and stages of innovation. Further, an alternate view undermines the role of rewards in promoting innovation. Through an exhaustive literature review, this study illustrates the complex relationship between rewards and innovation as well as the role of rewards in promoting innovation. This analysis throws light on the utility of various rewarding practices in promoting innovation. Thus, understanding the complexities of rewards systems for engaging talents in processes of creativity and innovation reflects the needs to design rewards systems, which strategically and ethically fits any organizational entity. Hence, both theorists and practitioners need a more holistic approach in designing a dynamic rewards system that encompasses issues of role, timing and magnitude of the rewards in order to drive innovation.

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“…Innovation is not limited to only employees but external stakeholders bring new perspective to the organization and hence should be rewarded. [52] Rewarding beliefs and cultural traits…”

Section: Rewarding External Stakeholder For Innovationmentioning

confidence: 99%

Driving Innovation: Reviewing the Role of Rewards

Darmaki¹,

Omar²,

Ismail³

2019

JHRSS

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“… Inovation ecosystem ( [8], [9], [10]).  Reward ( [11], [12], [13], [14]). Therefore, in order to able to manage the research outcomes and improve the social innovation production, universities should know which sources bring the highest leverage on the outcomes which lead to social innovation, so that they can set the priorities for innovation policies.…”

Section: Introductionmentioning

confidence: 99%

Identifying Innovation Leverage in the University of Indonesia

Hutapea¹,

Huseini²,

Kusumastuti³

2020

SAR Journal

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Indonesia has been looking for a way to improve its current policy applied for higher education institutions, which puts more weight on increasing publications in order to be able to survive in the future. They need to change their practices and behaviors in order to prepare for these future scenarios. One way to do it is by studying directly about the practices done at universities which become sources of innovation. This study is aimed at identifying the sources of innovation variables that have the highest leverage on research social innovation production. The study used a postpositivism paradigm by collecting 117 questionnaires and interviewing 24 informants from the University of Indonesia (UI). A system dynamic was used for simulation through Vensin PLE. The highest leverage to increase the number of publications, but not the patents and social innovations, came from a production loop consisting of UI research grants and rewards. However, the research rewards and grants cannot improve creativity and the innovation ecosystem. The University reward structure which put more weight on research publication output and ignore innovation ecosystem degrades the production of patent, social innovation as well as the teaching quality. Therefore, to set the priority of research publicity in the university the management of the university should not ignore the teaching and innovation practices.

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Концептуальні Й Прикладні Засади Контексту Організації У Системі Управління Якістю

ПОПИК

2024

ЕУ

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The category “organization context”, its definition content, components, and structure according to the international standard ISO 9001:2015 are reviewed. A significant discrepancy between the concepts of the organization “context” (which is contained in the original version of the standard) and “environment” (adapted Ukrainian translation of the standard) was identified. Methodical approaches and tools for evaluating and updating the organization context are proposed: SWOT analysis, PESTEL methodology, and “7S model” in particular. Considering the lack of strict regulation and requirements for specific methodical approaches to determining the context in the ISO 9001:2015 standard, ample opportunities to choose the most optimal and convenient assessment tools are indicated for organizations. The concept of “contextual ambidexterity” for organizations is introduced and substantiated, which is understood as the ability of an organization to balance simultaneously between constant adaptation to the constantly changing external environment conditions and ensuring stable parameters of current business processes. It is emphasized that the organization context is not only an element of QMS that requires constant attention in terms of formation and updating, but it also has a crucial part in the process of forming a general quality culture and has a significant impact on productive efficiency indicators (both individual and collective). The place and role of the QMS and, especially, the category of the organization context are defined in the post-war reconstruction of Ukraine as one of the pillars and levers that provide additional opportunities and create the basis for the activating of internal adaptation mechanisms, the formation of economically proven strategic guidelines for development, motivation, and involvement of the team to create a valuable product.

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Organizational context variables to be considered in the reward system design oriented to product innovation

Cited by 5 publications

References 18 publications

Driving Innovation: Reviewing the Role of Rewards

Driving Innovation: Reviewing the Role of Rewards

Identifying Innovation Leverage in the University of Indonesia

Концептуальні Й Прикладні Засади Контексту Організації У Системі Управління Якістю

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