Factors Associated With Managerial Innovation in Public Human Service Organizations

Jolles, Mónica Pérez; McBeath, Bowen; Carnochan, Sarah; Austin, Michael J.

doi:10.1080/23303131.2016.1184208

Cited by 6 publications

(4 citation statements)

References 51 publications

(63 reference statements)

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“…However, in line with (Hamel, 2006;Damanpour & Aravind, 2012), we hope that managerial innovation would be a vital factor for organizational change. Jolles et al, (2016), also added that managerial innovation plays a pivotal role in promoting innovative work. In this regard, it stands to the reason that CEO with FFL qualities influence innovative work behavior within an organizational setting in two ways, creating a strong culture that supports innovation (Sattayaraksa & Boon-itt, 2016) and stimulates followers (managers) to be innovative (Jung et al, 1995) which foster employee's innovative work behavior in the organization.…”

Section: Discussionmentioning

confidence: 99%

“…Second, based on TFL theory, extant literature link innovation culture with different innovation behavior within an organization, for examples, positive perception of innovation culture encourages employees to perform creatively (Kang et al, 2015;Panuwatwanich, Stewart, & Mohamed, 2008). According to Jolles, McBeath, Carnochan, & Austin, (2016), an environment that supports innovation provide adequate approaches to cherish new ideas in the workplace, like innovation-based teams, brainstorming, and work time. Damanpour, (2014), suggested that management innovation would flourish if the organization facilitate an abandonment from traditional managerial principles, processes, and practices and create a new managerial way that foster performance.…”

Section: Introductionmentioning

confidence: 99%

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Trickle-down effect of CEO transformational leadership on employee’s innovative work behaviors

Gashema

Mokua²

2019

IJBES

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Despite the theoretical foundation that links Transformational leadership (TFL) with innovation behavior, previous studies have overlooked on Transformational leadership and innovation behavior at the individual level relationship but paid less attention to how transformational leadership qualities of top leaders would advance innovative work behavior within the organizational setting. To date, the impact of Transformational leadership at a top executive level on employee’s innovative work behavior (IWB) within an organizational setting has not been dealt with in-depth. However, using transformational leadership theory, this study uncovers the pivotal role of innovation culture (IC) and managerial innovation (MI) in the relationship between CEO transformational leadership and employee’s innovation behavior in SMEs. A cross-sectional design with a total of 434 employees from 24 SMEs operating from Rwanda was analyzed using structural equation modeling to evaluate the relationship between the variables developed in the study. The findings of this study support our hypothesized model.

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Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Trickle-down effect of CEO transformational leadership on employee’s innovative work behaviors

Gashema

Mokua²

2019

IJBES

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“…Recent research on the role of managerial innovation in public human service organizations has identified strong environmental pressures, both political and technological, for change (Perez Jolles et al , 2016). Environmental pressures are particularly relevant in healthcare organizations, which, in addition to technological innovations, increasingly require organizational innovations (Kimberly et al , 2008; Schultz et al , 2012; Lindlbauer and Schreyögg, 2014).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Creating and implementing organizational innovation

Pauget

Wald

2018

EJIM

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Purpose Research on organizational innovation remains relatively scarce, particularly with respect to social structures and processes. In contrast to product innovation, organizational innovation relies more on informal processes and relationships among members of the organization than on formal processes. The purpose of this paper is to contribute to the understanding of these processes at the micro level. Design/methodology/approach Building on a process model of organizational innovation, the authors study the case of a dermatology department of a large hospital in France and conceptualize organizational innovation as the outcome of a social system represented by networks of relationships, professional identities and formal structures. Findings The findings suggest that informal networks support the early phase of the invention and development of organizational innovation. However, the later phases depend more on the formal structure. A mismatch between professional identities and formal roles and positions can prevent the institutionalization and legitimation of organizational innovation in the final phases of the innovation process. Research limitations/implications The study is limited to one case, a department in a French hospital. The authors call for future research to study different industry/country contexts. Practical implications Professional organizations such as hospitals should encourage better interactions between actors of different professional identities to support the development and implementation of organizational innovation. Reducing the perceived hierarchy of different professional identities may also be useful. Originality/value This study is the first to investigate micro-level processes in organizational innovation by combining the concept of professional identity and network analysis.

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“…The achievement of social goals by social economy entities is dependent upon their proper management (Faulk & Stewart, 2017;Pandey, Mirae, & Pandey, 2017). As innovation becomes critical to the survival of these organizations, it is important for non-profit managers to know how to shape and influence the work environment to make it conducive to creativity and innovation (Jaskyte, 2004;Perez Jolles, McBeath, Carnochan, & Austin, 2016). However, the characteristics of those institutions make concepts and methods created for business entities not always applicable.…”

Section: Introductionmentioning

confidence: 99%

Innovativeness of social economy entities in Poland. An empirical study from the perspective of Positive Organizational Scholarship

Glińska-Neweś

Karwacki

2017

Nonprofit Mgmnt & Ldrshp

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The Polish system of tackling social exclusion is based on social economy entities, such as social integration centers and social cooperatives. The aim of the article is to define the essence and conditions of their innovativeness while answering the question to what extent the organizations can make use of management theories created for business entities. The empirical basis for the article are 3 focus group interviews with representatives of social integration centers and social cooperatives operating in Poland. The results suggest that low innovativeness of the entities is, among others, the effect of an authoritarian management style and a lack of care about positive relationships among employees.

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Factors Associated With Managerial Innovation in Public Human Service Organizations

Cited by 6 publications

References 51 publications

Trickle-down effect of CEO transformational leadership on employee’s innovative work behaviors

Trickle-down effect of CEO transformational leadership on employee’s innovative work behaviors

Creating and implementing organizational innovation

Innovativeness of social economy entities in Poland. An empirical study from the perspective of Positive Organizational Scholarship

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