Decentralization and Innovative Behavior: The Moderating Role of Supervisor Support

Darvishmotevali, Mahlagha

doi:10.33844/ijol.2019.60204

Cited by 17 publications

(20 citation statements)

References 35 publications

(45 reference statements)

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“…When there is a higher degree of freedom to make decisions and take risks, more creativity is generated (Darvishmotevali, 2019). Unusual and useful ideas are more likely to be produced when the licence to do so is granted (Gerber & Martin, 2012), and the encouragement given to teams to take risks is positively related to the novelty of the product (Castañer, 2016;Sethi & Sethi, 2009).…”

Section: Risk-takingmentioning

confidence: 99%

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Product innovation and performance in SME’s: the role of the creative process and risk taking

Castillo-Vergara

Lema

2020

Innovation

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Creativity is an essential source of innovation for small and medium enterprises (SMEs). Moreover, one challenge in SMEs is to transform the novel and useful ideas that arise from creativity into innovation, hence the interest of researchers in advancing knowledge in this area. This study analyses: (a) how the creative process influences the results of creativity, (b) the role that risk-taking plays as a mediator in the relationship between creativity and product innovation, and (c) the impact of innovation on the performance of SMEs. The research model is validated with data from 139 Chilean industrial SMEs, using the Partial Least Square (PLS) method. The results show the importance of the creative process is different stages in SMEs. It also shows that risk-taking serves as an enabler in SMEs' ability to turn creativity into product innovation. We conclude our findings by illustrating the positive effect of product innovation on SMEs' performance, a crucial issue in their competitiveness. These findings allow managers to verify that creativity is not a random result but an intentional process.

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Section: Risk-takingmentioning

confidence: 99%

“…Although creative ideas facilitate positive results through innovation (Sarooghi et al, 2015), the conversion is not always direct. The company must be tolerant of risks (Stojcic et al, 2018) and facilitate workers' ability to produce innovative ideas (Darvishmotevali, 2019).…”

Section: Introductionmentioning

confidence: 99%

Product innovation and performance in SME’s: the role of the creative process and risk taking

Castillo-Vergara

Lema

2020

Innovation

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“…Decentralisation requires improved control and accountability, to increase staff motivation and satisfaction, to create opportunities for local adjustments and innovations, and, given all advantages, lead to better performance (Weber, 1964; Bossert, 1998; Bergman, 1998; Saltman et al , 2007; Darvishmotevali, 2018). This was observed in the management model studied also.…”

Section: Resultsmentioning

confidence: 99%

“…There are reports that increased autonomy stimulates innovation, experimentation and the preference to seek for new solutions more rapidly targeted to the local needs (Blomqvist, 2004; Sreeramareddy and Sathyanarayana, 2013; Darvishmotevali, 2018). Creativity and innovation may be restricted by too much top-down control, but at the same time innovation may require some centralisation of intellectual capacity (Aas, 1997).…”

Section: Resultsmentioning

confidence: 99%

That's how it should work: the perceptions of a senior management on the value of decentralisation in a service delivery organisation

Ohrling

Tolf

Solberg-Carlsson

et al. 2021

JHOM

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PurposeDecentralisation in health care has been proposed as a way to make services more responsive to local needs and by that improve patient care. This study analyses how the senior management team conceptualised and implemented a decentralised management model within a large public health care delivery organisation.Design/methodology/approachData from in-depth interviews with a senior management team were used in a directed content analysis. Underlying assumptions and activities in the decentralisation process are presented in the logic model and scrutinised in an a priori logic analysis using relevant scientific literature.FindingsThe study found support in the scientific literature for the underlying assumptions that increased responsibility will empower managers as clinical directors know their local prerequisites best and are able to adapt to patient needs. Top management should function like an air traffic control tower, trust and loyalty improve managerial capacity, increased managerial skills release creativity and engagement and a system perspective will support collaboration and learning.Originality/valueTo the authors’ knowledge this is the first a priori logic analysis of a decentralised management model in a healthcare delivery organisation in primary and community care. It shows that the activities consist with underlying assumptions, supported by evidence, and timely planned give managers decision space and ability to use their delegated authority, not disregarding accountability and fostering necessary organisational and individual capacities to avoid suboptimisation.

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“…Centralization is the degree to which formal authority is concentrated at the level of a region or organization. In a highly centralized system, top managers make most of the major organizational decisions, while lower-level employees have very little feedback (Darvishmotevali, 2019). Since only a few people are present, they can discuss the details of each decision in one meeting, so the decision-making process gets more effective.…”

Section: The Degree Of Centralizationmentioning

confidence: 99%

Management Skill Development of Academic Institutional Heads in Bangladesh: A Conceptual Study on Henri Fayol’s Management Principles

Ali¹,

Nayan²,

Sarker

et al. 2021

IJHRS

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This study investigates the managerial problems faced by the institutional heads in the area of educational management in Bangladesh. The aim of this article is to recognize the key influences, challenges and barriers of the organizational heads in the education management sectors and to pursue the adequate solution of those complications, which are the strong barriers to achieving the organizational objectives in the field of educational management. For this research, qualitative descriptive methodology was employed to collect secondary data from different authentic sources. In Bangladesh, organizational leaders in education sector face numerous challenges and difficulties in carrying out their managerial activities in the field of educational management. In terms of administrative abilities, they have immense gaps and deficiencies in conducting their respective actions and obligations in the educational institution, such as managing the institutes with supervision, control, assessment, motivation and effective utilization of resources. This study is critically reviewing the Henri Fayol’s 14 principles for application into educational management. This study also recommends Henri Fayol’s principles for developing management skills of academic institutional heads.

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Decentralization and Innovative Behavior: The Moderating Role of Supervisor Support

Cited by 17 publications

References 35 publications

Product innovation and performance in SME’s: the role of the creative process and risk taking

Product innovation and performance in SME’s: the role of the creative process and risk taking

That's how it should work: the perceptions of a senior management on the value of decentralisation in a service delivery organisation

Management Skill Development of Academic Institutional Heads in Bangladesh: A Conceptual Study on Henri Fayol’s Management Principles

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