Organizational drivers of innovation: The role of workforce agility

Franco, Chiara; Landini, Fabio

doi:10.1016/j.respol.2021.104423

Cited by 53 publications

(34 citation statements)

References 86 publications

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“…Although the concept of Genchi-genbutsu seems systematic and efficient when resolving problems at root, it may be ineffective in resolving immediate problems upfront or responding to sudden changes quickly in some situations. For RFP elements, this study confirms that human factors are important for effective sociotechnical AM in accordance with Mani and Mishra (2020), Franco andLandini (2022), Joiner (2019). Radhakrishnan et al (2021) found that there was an effect from project team characteristics on project agility.…”

Section: Discussionsupporting

confidence: 81%

The effects of the Toyota Way on agile manufacturing: an empirical analysis

Vanichchinchai

2022

JMTM

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PurposeThe purpose of this research is to examine the impact of the Toyota Way (TW), TW pillars (i.e. continuous improvement, and respect for people), and TW elements (i.e. challenge, kaizen, genchi-genbutsu, respect, and teamwork) on agile manufacturing (AM) and AM elements (i.e. responsiveness, capability, speed and flexibility).Design/methodology/approachData were collected from 216 automotive parts manufacturers. Multiple and linear regressions were used to test the hypotheses.FindingsThe study found that overall TW and both pillars have significant effects on overall AM and all AM elements, except for the influence of continuous improvement on speed and flexibility. No individual TW element can improve every AM element. TW and AM are not mutually exclusive. To improve AM, managers should apply TW as a set of integrated technical and personnel elements rather than as isolated elements.Originality/valueThis study is one of the first to hierarchically explore the effects of socio-technical TW, TW's individual pillars and elements on overall AM and each AM element in the automotive parts industry. Findings from this research can be used to develop a socio-technical lean system to be integrated with AM more effectively leading to successful leagile manufacturing.

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Section: Discussionsupporting

confidence: 81%

The effects of the Toyota Way on agile manufacturing: an empirical analysis

Vanichchinchai

2022

JMTM

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“…Further, some studies extensively advance and broaden this research area by integrating the concept of talent agility with emerging technology and innovation (Franco and Landini, 2022; Zhu et al. , 2021; Gouda and Tiwari, 2021).…”

Section: Discussion and Contributionmentioning

confidence: 99%

“…, 2017). Thus, organizations need to develop and deploy an “agile talent” to foster innovation (Franco and Landini, 2022; Harsch and Festing, 2020). Studies claimed that organizations characterized by a higher degree of talent agility ensure quality improvement and provide better customer services (Park and Park, 2020).…”

Section: Understanding Talent Agilitymentioning

confidence: 99%

Mapping talent agility: a bibliometric analysis and future research agenda

Gouda

Tiwari

2022

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PurposeThis study explores the concept of “talent agility” since its inception using bibliometric analysis and paves the way for future research agenda in the field of business and management.Design/methodology/approachThe articles were retrieved from the Scopus database comprising 67 publications from 2001 to September 2020. This study has applied bibliometric techniques such as citation analysis, co-citation analysis, bibliographic coupling, co-authorship analysis, and co-occurrence keyword analysis.FindingsThe bibliometric analysis reveals the publication trends, most influential authors, articles, journals, countries, and important keywords. Subsequently, it presents the network connections among them in the field of talent agility. It identified emerging research diversifications in the literature on talent agility.Research limitations/implicationsThe limitation of this study is the extraction of research articles from a single database, i.e. Scopus. This study provides insights to the researchers and practitioners on comprehensive understandings of the emerging concept “talent agility”, an overview of the publication trends, emerging research themes identified in the clusters, and suggests possible directions for further study.Originality/valueThis study provides the intellectual structure of talent agility literature and its advancement over the periods.

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“…At present, the discussion on the antecedents of open service innovation focuses on organizational rules and regulations, organizational boundaries and business models, and external users, alliances and platforms and seldom explores the influencing mechanism of open service innovation at the employee level. Therefore, this paper proposed that employees are the key subjects in promoting innovative behaviour (Kim et al, 2021), and their cognition, attitude and behaviour can affect open service innovation through contagion effects and spillover effects (Franco and Landini, 2022), thus providing a new perspective for research on the related mechanism of open service innovation.…”

Section: Conclusion and Theoretical Contributionmentioning

confidence: 99%

Employee engagement and open service innovation: The roles of creative self-efficacy and employee innovative behaviour

Wan

Zhang

et al. 2022

Front. Psychol.

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Improving the innovation ability of organizations is the focal point of management study. This paper puts forward that innovative self-efficacy and employees’ innovative behaviour are continuous mediating variables, and discusses the influence mechanism of employees’ involvement and open service innovation from the individual factor level. In this study, a sample of 103 employees from travel companies was used to examine the hypothesis. The results show that employee engagement is positively related to open service innovation. Innovative self-efficacy plays a completely intermediary role between employee engagement and employee innovative behaviour; Creative self-efficacy and employees’ innovative behaviour play a continuous intermediary role between employees’ engagement and open service innovation. The results of this study will eventually help enterprises to carry out service innovation behaviour.

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Organizational drivers of innovation: The role of workforce agility

Cited by 53 publications

References 86 publications

The effects of the Toyota Way on agile manufacturing: an empirical analysis

The effects of the Toyota Way on agile manufacturing: an empirical analysis

Mapping talent agility: a bibliometric analysis and future research agenda

Employee engagement and open service innovation: The roles of creative self-efficacy and employee innovative behaviour

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