Management innovation, corporation core competence and corporate culture: the impact of relatedness

Shieh, Chich-Jen

doi:10.1080/13504851.2010.526567

Cited by 8 publications

(19 citation statements)

References 3 publications

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“…Reference number of papers Survey 5,6,7,8,13,14,16,18,22,23,24,29,30,33,35,42,50,54,55,57,58,59,61,62,69,71,72,76,78,80,83,89,90,94,96,98,99,100,101,102,107 Case Study 1,9,11,17,20,21,32,34,37,38,…”

Section: Methodologiesmentioning

confidence: 99%

From a systematic literature review to integrated definition for sustainable supply chain innovation (SSCI)

Gao

Zhang

Ruan

et al. 2017

Journal of Cleaner Production

137

100

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Section: Methodologiesmentioning

confidence: 99%

From a systematic literature review to integrated definition for sustainable supply chain innovation (SSCI)

Gao

Zhang

Ruan

et al. 2017

Journal of Cleaner Production

137

100

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“…Innovations should be accomplished through both working independence and team work. It demonstrates meanings and uniqueness of the different levels in organizational cultures Fang et al, 2010;Polat, 2010;Shieh, 2010).…”

Section: Discussion and Research Limitationsmentioning

confidence: 99%

“…Generally, organizational innovation climates are measured according to organizational operations, team work, learning and growth, leadership efficacy, working approach, environment, organizational values, resources, etc. (Chen and Huang, 2007;Gumusluoglu and Ilsev, 2009;King et al, 2007;Patterson et al, 2005;Shieh, 2010). Amabile and Gryskiewicz (1989) measured organizational innovation climates by overall organization, characteristics of organizational management, control, and team work.…”

Section: Organizational Innovation Climatementioning

confidence: 99%

“…For technical institutes and universities, upon organizational innovation climate, outcomes of innovative operations are revealed through excellent leadership, team work, and knowledge management, and can influence teachers' creative instructions (Cassar and Briner, 2011;Chen and Hu, 2008;Jing and Zhou;O'Connor, 2008;Shieh, 2010). Organizational innovation indicators of technical institutes and universities refer to from-the-outside-in performance oriented organizational innovation evaluation.…”

Section: Introductionmentioning

confidence: 99%

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Measuring organizational innovative climates in technical institutes and university teachers

Chou¹,

Shen²,

Hsia³

et al. 2014

Afr. J. Bus. Manage.

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Teachers' perceptions of organizational innovation climates are vital to understand the success or failure of innovational implementations of technical institutes and universities. This study aims to develop a "Measure of Organizational Innovation Climates for Technical Institutes and UniversityTeachers (MOIC-TT) in order to recognize the influence of schools on teachers' creative behaviors. First, this study analyzes literature and scales related to organizational innovation climates, and reorganize the factors of technical institutes and university teachers' innovation climates into a draft of scale. Secondly, a pretest is designed according to expert examination, teacher interviews, and expert panel. This study examines items, reliability, and validity by 125 subjects in pretesting, and 627 subjects in formal testing. Results of confirmatory factor analysis reveal that three latent factors (i.e., resource support, innovation leadership, and team cohesion) are related, and the factor model has good fit. Full scale coefficient is .96 and reliabilities of sub-scales are .87~.93. The research results indicate that teachers have positive attitudes toward the organizational innovation climates of schools. They tend to agree with "team cohesion" and "working independence". Lastly, suggestions regarding content, characteristics, and future studies are proposed as reference for organizational innovation climates in technical institutes and universities.Key words: Organizational innovation climates, technical institute and university technical Institute, working independence, innovation leadership, team cohesion. INTRODUCTIONOrganizational climates are an organizational members' attitudes, beliefs, motivations, and values upon subjective perceptions of the formal system of the organization, managements leadership, and other critical environmenttal factors, and can influence overall organizational innovation ability (Chou et al., 2010 Grewa and Slotegraaf, 2007;Polat, 2010;Sekiguchi et al., 2008;Vinarski-Peretz et al., 2011). When encountering the competitive educational environments of higher education and low birth rates in Taiwan, technical institutes and universities must create valuable operational performance through limited resources and organizational knowledge for sustainable operations.They should emphasize cooperation with industries in order to enhance the cultivation of technical talents, creativity, and team work, as well as enhance organizational creativity and construct a "core ability" of software and hardware innovation (Chou et al., 2010;Damanpour and Wischnevsky, 2006;Imran et al., 2010;Liu et al., 2010;Meyer et al., 2010;Wen and Chiu, 2009).For technical institutes and universities, upon organizational innovation climate, outcomes of innovative operations are revealed through excellent leadership, team work, and knowledge management, and can influence teachers' creative instructions (Cassar and Briner, 2011;Chen and Hu, 2008;Jing and Zhou;O'Connor, 2008;Shieh, 2010). Organizational innovation indic...

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“…In clarification, it is imperative for project team members to collaborate with each other's team to accomplish all assigned tasks or activities (Abu Bakar et al, 2011;Dumitrescu et al, 2014;Liikamaa, 2015;Ríos-Carmenado et al, 2014). Share knowledge, expertise, and responsibility to strengthen team performance (Bossink, 2002;Shieh, 2011). Solve problems vigorously whenever they occur (Takey & Carvalho, 2015).…”

Section: Teamworkmentioning

confidence: 99%

Innovation Competencies and Sustainability: A Proposed Model for Project Team Members

Hassan

2021

IJRD

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Acquiring the right innovation competencies can lead to a successful implementation of sustainability projects. Hence, the purpose of this study is to identify the innovation competencies required by project team members to adopt and implement innovation effectively in sustainability projects. To achieve this target, a comprehensive literature review has been performed to build a model that integrates innovation competencies of project team members with the successful achievement of substantiality projects. In specific, these innovation competencies are leadership, communication, teamwork, creativity, and commitment of project team members. The paper also reveals that a successful implementation of innovation in sustainability projects leads to economic growth, environmental protection, and social equity as main outcomes. Accordingly, this research proposes a model that presents the associations between project team members’ innovation competencies and the implementation of sustainability projects (considering the three pillars of sustainability that are economic growth, environmental protection, and social equity). As a result, the project team members, who acquire the required innovation competencies, have the capability to implement sustainability projects, successfully.

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Management innovation, corporation core competence and corporate culture: the impact of relatedness

Cited by 8 publications

References 3 publications

From a systematic literature review to integrated definition for sustainable supply chain innovation (SSCI)

From a systematic literature review to integrated definition for sustainable supply chain innovation (SSCI)

Measuring organizational innovative climates in technical institutes and university teachers

Innovation Competencies and Sustainability: A Proposed Model for Project Team Members

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