Detonating factors of collaborative innovation from the human capital management

Abstract

Purpose This paper aims to offer an understanding of the actions which facilitate the open innovation achievement in companies from the management of their human capital. Although innovation contributes to keep competitive advantages in time, small and medium-size enterprises (SMEs) hardly innovate because of the high expenses involved. The current problems also demand solutions that incorporate characteristics which are responsible for both the environment and society. Design/methodology/approach The actions in the study are called “Detonating factors of innovation,” and they obey the practices taken from a thorough exercise of systematic review on the previous scientific literature in the ISI Wok and Scopus databases for the period 2007-2019. Articles associated with open innovation and organizations were also reviewed, along with those containing detonating factors. Findings Human capital is exposed in this study as the primary and fundamental resource of any organization with the capacity to modify and impose the social and environmental factors in the solutions to global problems process. Thus, it was found that the detonating factor is linked to the selection of employee profiles, training, resource availability, incentive models, communication and work environment. Originality/value Open innovation literature is based more on large companies than on small ones, and in almost no case is it sought to be a tool for social development, but for technological development. The contribution of this study allows the advancement in the state of the art and also serves as an instrument to inspire SMEs to associate for innovation purposes, apart from including socially and environmentally responsible characteristics.

Do the organizational proficiencies dominate in innovation and can manage the major factors of innovation? A Systematic Literature Review of Last 5 Decades

“…Innovation Culture (Dulaimi et al, 2002), (Blayse and Manley, 2004), (Shyu et al, 2006), (Chan and Liu, 2012), (Chan et al, 2014), (Xue et al, 2014), (Liu and Chan, 2017), (Zhu and Cheung, 2017), ; Building Cultural Infrastructure (Asgari et al, 2013). ; Strategic Culture (Asgari et al, 2013); Culture for Creativity (Sundström and Zika-Viktorsson, 2003), (Pu et al, 2004), (Cropley, 2006), (Albors-Garrigós et al, 2018), (Revilla and Rodríguez-Prado, 2018), (Hanifah et al, 2019), (Tajeddini and Martin, 2020); Entrepreneurial Culture (Fellnhofer, 2017), (Pikkemaat et al, 2018); Organizational Climate (Giardini and Kyllönen, 2004), (Cropley, 2006), (Abbot et al, 2006), (Koc and Ceylan, 2007), (Ilter et al, 2008), (Panuwatwanich et al, 2008), (Bel, 2010), (Chen et al, 2010), (Gambatese and Hallowell, 2011a), (Gambatese and Hallowell, 2011b), (Diaz-Delgado et al, 2019), (Velev and Veleva, 2019); Risk/Risk Taking (Tatum, 1989), (Bel, 2010), (Boso et al, 2013); Freedom/Autonomy (Hartmann, 2006), , (Chang and Yeh, 2009), (Ropret et al, 2011), (Von Treuer and McMurray, 2012), ...…”

“…Human Resources (Seaden et al, 2003), (Sexton and Barrett, 2004), , (Capitanio et al, 2009), (Zhang et al, 2009), (Dachyar et al, 2013), (Ozorhon et al, 2014), (Xue et al, 2014), , (Ozorhon and Oral, 2016), (Kallmuenzer, 2018), (Divisekera and Nguyen, 2018), (Pikkemaat et al, 2018), (Revilla and Rodríguez-Prado, 2018), (Atiase and Dzansi, 2020); Human Resource Management Practices (Kamath et al, 2009), (Bourke and Crowley, 2015), (Tajeddini and Martin, 2020), (Mousavi et al, 2021); Competent Technical Staff (Nijkamp and Reggiani, 2000), (Chen et al, 2010), (Chaminade and De Fuentes, 2012), (Velev and Veleva, 2019); Motivation (Giardini and Kyllönen, 2004), (Kamath et al, 2009); Teamwork/Coordination (Prajogo and Sohal, 2003), (Fortuin et al, 2007), (Koc and Ceylan, 2007), (Chang and Yeh, 2009), , (Nordli, 2018); Selective Recruitment (Manley and Mcfallan, 2006), (Diaz-Delgado et al, 2019), (Atiase and Dzansi, 2020); Employee participation/Engagement ; Innovation Champions (Nam and Tatum, 1997), (Blayse and Manley, 2004), (Gambatese and Hallowell, 2011b), (Xue et al, 2014); Available Skill Levels (Ilter et al, 2008); Organization Career Management (Zhu and Cheung, 2017); Good Internal Communication Systems…”

“…Organizational Resources (Locke, 1973), (Nam and Tatum, 1997), (Dulaimi et al, 2002), (Blayse and Manley, 2004), (Fortuin et al, 2007), (Paladino, 2007), (Fortuin and Omta, 2009), (Chang and Hughes, 2012), (Abdul Hamid and Abd. Rahman, 2014), (Fellnhofer, 2017), (Diaz-Delgado et al, 2019); Organizational Support for Innovation (Nijkamp and Reggiani, 2000), (Pu et al, 2004), (Chen et al, 2010), (Kask, 2011), , (Gambatese and Hallowell, 2011a), (Gambatese and Hallowell, 2011b), (Von Treuer and McMurray, 2012), (Chan and Liu, 2012), (Abdul Hamid and Abd. Rahman, 2014), (Narayanan and Parvin Hosseini, 2014), (Velev and Veleva, 2019); Organizational Structure (Nijkamp and Reggiani, 2000), (Bel, 2010), (Chang and Hughes, 2012); Organizational Age (Sundström and Zika-Viktorsson, 2003), (Capitanio et al, 2009), (Chang and Hughes, 2012); Firm Size (Van Moorsel et al, 2007), (Zhang et al, 2009), (Liddle and El-Kafafi, 2010), (Chang and Hughes, 2012), (Divisekera and Nguyen, 2018), (Argothy and Álvarez, 2019); Capital Resources (Paladino, 2007), (Van Moorsel et al, 2007), (Liddle and El-Kafafi, 2010),…”

Collaborative spaces: at the intersection of design and management

“…Thoughtful human capital management is especially important for small and medium enterprises. Finding a way to reconfigure existing resources and orient them toward collaboration may help organizations generate innovative ideas (Diaz-Delgado et al, 2019). As such, it is vital to learn the interlinks between the different functions and departments of an organization and to identify the common grounds for prospective collaborations.…”

Innovative scenario planning of petrochemical enterprises in the Iranian community

“…Strategic planning is concerned with analyzing the viability of strategies, not calling the entire discussion or the framework of decision-making into question. In general, in the strategic planning, the future is often used to enhance the probability of achieving a certain policy (Diaz-Delgado et al , 2019; Ramadani et al , 2015; Dana, 2009). This is often phrased as “preparing for the future” or “responding to the challenge of the future.” The future becomes an arena of economic conquest and time becomes the most recent dimension to institutionalize and domesticate (Dana et al , 2016).…”