An Empirical Evaluation of Innovation Types and Organizational and Environmental Characteristics: Towards a Configuration Framework

Walker, Richard M.

doi:10.1093/jopart/mum026

Cited by 312 publications

(324 citation statements)

References 37 publications

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“…L'initiative devra donc être différente de ce que l'organisation et ses acteurs ont mis en place précédemment. En accord avec divers auteurs (Damanpour et Schneider, 2006 ;Lee, Ginn et Naylor, 2009 ;Walker, 2008), nous définissons les services (ou activités) innovant(e)s comme étant : (Damanpour, 1991 ;Damanpour et Aravind, 2012 ;Frambach et Schillewaert, 2002).…”

Section: Innovationunclassified

Fédérations sportives innovantes : attitude, perceptions et champions de l'innovation

Winand¹,

Qualizza²,

Vos³

et al. 2013

RIMHE : Revue Interdisciplinaire Management, Homme &Amp; Entreprise

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Remerciements : Les auteurs souhaitent remercier Jos Feys pour son aide précieuse lors de la collecte des données. 2 RésuméSoumis à une concurrence accrue de la part d'autres prestataires de services sportifs, par exemple commerciaux, les organisations sportives à but non lucratif sont amenées à mieux satisfaire leurs adhérents. Pour ce faire, elles peuvent adopter de nouvelles initiatives pour les fidéliser et en attirer de nouveaux. Ces initiatives, mises en place pour la première fois, sont considérées comme étant des innovations. Malgré les enjeux que l'innovation suscite dans le contexte concurrentiel actuel, aucune étude transversale n'a été réalisée qui permettrait de mieux comprendre la perception d'acteurs AbstractDue to the increasing competition non-profit sport organizations face from other sport providers (both for-profit and non-profit), they are encouraged to better satisfy their members' expectations. New initiatives or innovations may need to be adopted by these organizations to attract and retain members.Despite the importance of innovation in this increasing competitive context, no cross-sectional study has been achieved which would allow an understanding of internal stakeholders' perception in innovative sport organizations. Although, attitude and perceptions towards newness and change might influence innovation adoption. This exploratory research analyzes the concept of innovation within sport federations. The activities and services implemented by these non-profit sport organizations and the perception of key internal stakeholders are investigated. Further, this research focuses on innovation champions in sport federations. The purpose of this paper is to identify the relationships between internal stakeholders' attitude towards newness, their perceptions of innovation and change, the service innovations implemented by sport federations and potential innovation champion(s). An online survey was sent to the 144 sport federations recognized by the Flemish or French speaking Communities in Belgium in order to assess their attitude towards the development of new services, perception of change and of innovation. Moreover, the average number of innovations (sport and nonsport) was measured and the stakeholders who frequently support the implementation of new initiatives were profiled. In total, 101 sport federations participated to the survey (response rate: 70%).On average, sport federations in Belgium have an attitude favouring newness which supports the adoption of innovations. The majority of service innovations adopted by sport federations was not directly sport related. An explanation might be that they have greater freedom in the development of secondary services (i.e., not related to their core activities) which would provide added value to membership fee. Staff members of innovative sport federations perceive that their federation innovates and changes. This paper supports the idea that innovation leads to organizational change which is perceived by internal stakeholders. The sport or t...

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Section: Innovationunclassified

Fédérations sportives innovantes : attitude, perceptions et champions de l'innovation

Winand¹,

Qualizza²,

Vos³

et al. 2013

RIMHE : Revue Interdisciplinaire Management, Homme &Amp; Entreprise

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“…Brown (2007) has also examined the significance of the regional clustering of public service innovations for their sustainability. Finally, Walker (2007) has brought the environmental and organisational perspectives together for PSOs through use of the concept of 'organisational-environmental configuration'.…”

Section: The Source Of Innovationmentioning

confidence: 99%

Introduction: innovation in public services

Osborne¹,

Brown²

Handbook of Innovation in Public Services

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“…It is meaningful if it improves a business in ways that are consistent with its strategy and maximize value for customers (Davenport, 1993). Process innovation is critical where there is a need for better coordination and management of functional interdependencies (Davenport, 1993); intention to decrease unit costs of production or service delivery, to increase quality, or to produce or deliver new or significantly improved products (OECD, 2005); and reduction in service delivery time, and increasing operational flexibility (Walker, 2008). The capabilities of computers and communications are powerful enablers of process innovation, yet, successful process innovation can be realised when both technical and human enablers are carefully combined (Davenport, 1993 (OECD, 2010) which in turn potentially increases innovation efforts and provides significant efficiency gains.…”

Section: Process Innovationmentioning

confidence: 99%

An Exploratory Analysis of Employees and Customers’ Responses in Determining the Technological Innovativeness of Banks

Obeng

Mkhize

2017

E J Info Sys Dev Countries

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The banking sector globally is saddled with intensified competition. Coupled with global economic situation of little tolerance for inappropriate resources usage, financial institutions have to pursue different strategies to meet the challenges and opportunities of providing quality services to existing customers, attract new customers, improve the turnover of employee, and increase long-term firm performance. Innovation and technology are considered fundamental elements of strategic management. Implementing strategies to achieve a better relationship between technological innovation and financial services are essential. In determining the level of banking technological innovation, the study analyses responses as perceived by customers and employees at branch level of universal banks in Ghana and examines how these perceptions influence their preferences and assessments. 88% of customers and 96% of employees indicated their banks are innovative. 92% of customers will recommend their banks to others, whiles 81% of employee indicated positive innovation impact on profitability. From a logistic regression model, eight (8) factors were found to be significant (p-value <0.05), indicating that customers are more likely to rate banks as innovative for service offering consistency with the latest innovations, product or service quality, new or improved product or service, and products or services features. For bank employees, innovation effect on process, innovation effect on risk management, and innovation effect on employee productivity were identified as the main perceptions for rating their banks as innovative. Practical implications and limitations of the study are also presented.

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An Empirical Evaluation of Innovation Types and Organizational and Environmental Characteristics: Towards a Configuration Framework

Cited by 312 publications

References 37 publications

Fédérations sportives innovantes : attitude, perceptions et champions de l'innovation

Fédérations sportives innovantes : attitude, perceptions et champions de l'innovation

Introduction: innovation in public services

An Exploratory Analysis of Employees and Customers’ Responses in Determining the Technological Innovativeness of Banks

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