Building an organizational capability for radical innovation: The direct managerial role

Kelley, Donna; O’Connor, Gina Colarelli; Neck, Heidi M.; Peters, Lois S.

doi:10.1016/j.jengtecman.2011.06.003

Cited by 61 publications

(126 citation statements)

References 38 publications

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“…Combination of creativity and productivity makes the bases for innovation and there are various factors that effects these two. For example; cultural elements such as openness, power and support for the employee and supervisor connection impacts on the creativity element (Amabile, 1979; J. R. John R Kimberly, 1981) The potential of any firm's innovation resides in the capabilities, knowledge and skills of its workforce that includes employees as well as leaders (Kelley, Colarelli, Connor, Neck, & Peters, 2011). Defining the aim through a message is also very important because if the goals are not clear to the followers then they will be not able to respond properly.…”

Section: Innovationmentioning

confidence: 99%

Sustainable Leadership Enhance Innovation: A Systematic Review of Past Decade

Haroon

Sami²,

Rehman

et al. 2019

J Pub val Ad Ins

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The globalization has made it manadory for the industries to introduce novel ideas in the products and services that they offer, and that is due to the rapidly increasing competition. For this prevaling innovation, it is very important for the management to adopt the right type of leadership. A managerial perception having the aim of producing constant and better results and reducing turnover and absenteeism of employees and last but not the least hastening the inventions and new creations, is called sustainable leadership. The purpose of this review is to facilitate the researchers by providing an authentic relationship that exits between the sustainable leadership and innovation that is stated after studying 27 articles. This study comprises a review of literature encompassing past 9 years, this research involves and provides many pieces of guidance for researchers and leaders.

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Section: Innovationmentioning

confidence: 99%

Sustainable Leadership Enhance Innovation: A Systematic Review of Past Decade

Haroon

Sami²,

Rehman

et al. 2019

J Pub val Ad Ins

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show abstract

“…There is no consensus on what the definition of skill should be. However, Kelley, O'Connor, Neck and Peters (2011) described skill as the ability and capacity to do something. Wickham (2006) also defined skill as the knowledge that is best described by an action.…”

Section: Skill Demonstration and Entrepreneurship Developmentmentioning

confidence: 99%

Human Capability and Entrepreneurial Development in the Niger Delta Region of Nigeria

Okumagba

Okinono

2016

IMBR

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The paper sets out to explore the link existing between the entrepreneurial interventions and human capital development in Niger Delta Region of Nigeria. In order to address the major problem of the Niger Delta region of Nigeria, many successive governments in Nigeria have embarked on one entrepreneurship developmental program or the other. Unfortunately, all these government efforts have failed to yield a fruitful sustainable entrepreneurial development particularly among the Niger Delta region that are mainly the target of the programs. Past studies have attributed such failure to a range of factors such as infrastructure decay and deficiency leading to poor human development, lack of proper implementation of the master plan, lack of funds, inadequacy of the master plan etc. Although, the efforts of the past studies as well as that of the developmental agencies are commendable, however, they have failed to address one important issue which is the human capability aspect of the developmental program. Therefore, this paper explores the role of human capability approach on the effectiveness of the entrepreneurship development programs within the Niger Delta region context and the political influence with a view to proposing a framework to examine the relationship between human capability and effective entrepreneurship development programs.

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“…However, as the lines of business wither, processes need to be changed (O'Connor and McDermott, [ 2 0 _ T D $ D I F F ] 2004, p. 12;Grö nroos, 2007, p. 229). The need for such change becomes more obvious when organizations turn from performing incremental innovations to performing more radical innovations (O'Connor, 2008;Kelley et al, 2011). The role of such processes are, for example, to serve project members and decision makers with appropriate metrics O'Connor (2008, p. 325).…”

Section: The Relationship Between Self-renewal Studies Projects and mentioning

confidence: 99%

Exploring the relationship between flagship platform projects and intrapreneurial self-renewal activities: Managing intrapreneurial equivocality

Burström

Wilson

2015

Journal of Engineering and Technology Management

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Building an organizational capability for radical innovation: The direct managerial role

Cited by 61 publications

References 38 publications

Sustainable Leadership Enhance Innovation: A Systematic Review of Past Decade

Sustainable Leadership Enhance Innovation: A Systematic Review of Past Decade

Human Capability and Entrepreneurial Development in the Niger Delta Region of Nigeria

Exploring the relationship between flagship platform projects and intrapreneurial self-renewal activities: Managing intrapreneurial equivocality

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