Technological innovation and organizational change revisited

Drake, Miriam A.

doi:10.1016/s0099-1333(99)00124-x

Cited by 8 publications

(6 citation statements)

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“…It has played a huge role in promoting enterprise OI and TI [4] . But the more complex the organizational structure, the more difficult it is to manage; the more high-level technology companies, the more difficult it is to achieve a long-term match between TI and OI [5] . And with the continuous and rapid changes and comprehensive improvement of the respective levels and capabilities of TI and OI of M enterprises, it has also led to a large degree of mismatch between OI and TI of M enterprises.…”

Section: Basic Profile Of M Companymentioning

confidence: 99%

Matching Decision between Organizational Innovation and Technological Innovation: Based on M Enterprise

Wang¹

2020

2020 International Conference on Big Data Application &Amp; Economic Management (ICBDEM 2020)

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With the increasing of managers emphasis on enterprise innovation, the problem of matching decision relationship between organizational innovation (OI) and technological innovation (TI) gets more and more attention gradually. In this background, this paper chooses the method of case analysis, matching evaluation matrix, system dynamics simulation, system analysis. The research introduces the development environment, the OI and TI status of M enterprise. Furthermore, this paper researches the matching decision status between OI and TI in the view of static and dynamic, and also describes the matching decision route. At last, this paper proposes some advices to promote the manage activities on the matching decision between OI and TI of M enterprise, and also provides important reference.

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Section: Basic Profile Of M Companymentioning

confidence: 99%

Matching Decision between Organizational Innovation and Technological Innovation: Based on M Enterprise

Wang¹

2020

2020 International Conference on Big Data Application &Amp; Economic Management (ICBDEM 2020)

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“…However, libraries do not operate in a static environment with abundant resources. Drake (2000) outlines a number of factors that have influenced organizational changes in libraries. According to Drake, the fundamental shifts in environment, technology, economics, library operations and customer services are driving changes in the way library staffs are organized.…”

Section: Changing Environment and Heightening User Expectationsmentioning

confidence: 99%

Strategic repositioning in a dynamic environment

Chan

Soong

2011

Library Management

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The main purpose of this paper is to discuss the strategic repositioning of an academic library using the dynamic capability framework. Design/methodology/approach -The discussion is based on the re-organizational process of the Hong Kong University of Science and Technology Library. Three stages are focused, illustrating how the library managed to be dynamically capable, including: sensing the environmental impacts; realigning and reconfiguring its resources; and implementing effective strategies to respond to these challenges. Findings -The library adopted a multitude of channels and media in sensing environmental challenges. By going through a strategic reorganization, the library has realigned and redeployed its staff resources to better prepare for incoming changes. The reformed organization moved ahead with renewed culture and values, including better internal communication, team spirit, collective learning mechanisms, and effective user communication.Research limitations/implications -Reorganization is complex and can be highly stressful. Participative culture and effective communication seem to be successful mechanisms. Practical implications -Cross-training on work procedures and routines in other units provided organizational learning mechanisms. This collective learning broadened staff's work knowledge, enlightened their understanding of complex processes, fostered good team spirit, and improved overall effectiveness, as more staff become aware of the overall performance implications of their actions. Originality/value -The paper shares various reorganization concerns and how they were handled. The benefits of a large-scale cross-training program are outlined. Management dimension: communication of new goals among the unitsThe CUS Department is composed of 47 staff members (ten librarians and 37 support staff) who work in four units, including "Reference and Research Services", "Access Services", "Collection Development", and "Archives and Special Collections ". Its collection and user services responsibilities include collection development, university archives, special collections, circulation, reserve, stack maintenance, media and microform services, refe...

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“…4 New procedures in cataloging departments facilitate the inclusion of Web addresses for digital resources in catalog records for integrated systems. This inclusion of Web addresses is for many institutions a policydriven attempt to continue to rely on the online catalog as the central mechanism for locating library resources.…”

Section: Using Vendors and Adapting Withinmentioning

confidence: 99%

Guest editor's conclusion: reflections on the evolution of library computing

Graham

2002

IEEE Annals Hist. Comput.

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Technological innovation and organizational change revisited

Cited by 8 publications

References 1 publication

Matching Decision between Organizational Innovation and Technological Innovation: Based on M Enterprise

Matching Decision between Organizational Innovation and Technological Innovation: Based on M Enterprise

Strategic repositioning in a dynamic environment

Guest editor's conclusion: reflections on the evolution of library computing

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