The Open Innovation Model of Coaching Interaction in Organisations for Sustainable Performance within the Life Cycle

Abstract

Organizations need innovation to be competitive and sustainable on their marketplace. Sustainable performance is an important precondition for growth and development. In spite of a body of literature, non-financial factors of sustainable performance remain an open issue. Coaching has gained considerable attention in the business world for its impact on sustainable performance. The current research investigates the use of coaching interaction to facilitate organizational sustainable growth and development in the context of Miller and Friesen’s five stage life-cycle model. The expert opinion survey is chosen as a central method of research. The questionnaire is developed on the literature review that is focused on the drivers for sustainable development throughout the life cycle, and the features of coaching that accelerate these driving forces. Fifteen experts took part in the survey conducted from November 2017 to January 2018. The results are estimated by considering the competence coefficient for each expert. The findings led to creation of an open innovation model, which displays relationships between the appropriate coaching forms and types and the organizational life cycle stages. The developed model enables choosing the optimal way of coaching delivery at any life cycle stage. This model is particularly valuable for the coaching support programs.

Innovations in Education—The Development of a New Pedagogical Technology of a Combinational Type, Focused on the Development of Personality of Students

“…The experimental work was carried out on the implementation of the system of psychological and pedagogical support for the development of the personality of the student in the educational process of the school. The developed innovative pedagogical technology of the combinational type can be considered as a new modern approach in education, making it consistent to the open innovation directions [62][63][64][65]. The analysis of the results showed a positive dynamics of the formation of the experience of manifestation of the personality of the student, which is an indicator of the level of development of his personality.…”

Sustainability and Continuous Improvement of Organization: Review of Process-Oriented Performance Indicators

“…Many studies address the organizations' sustainable performance and openness to innovation as important requirements for continuous development [5,6,68]. Some authors focus on implementation of standards or total quality management practices as the foundation for building an organizational environment appropriate for implementing innovations [65].…”

“…There is a wide range of ways how organizations could measure their performance regarding sustainability. Many studies address the organizations' sustainable performance and openness to innovation as important requirements for continuous development [5,6]. It also depends on what level of performance the organization is looking at-organizational, process or performer level [7].…”

Human Coaching Methodologies for Automatic Electronic Coaching (eCoaching) as Behavioral Interventions With Information and Communication Technology: Systematic Review (Preprint)

“…We found coaching model candidates for behavioral intervention that adequately explain the human coaching process. We divided our findings into the following two categories to have a better understanding of coaching process descriptive models: coaching process descriptive models and their application domain (Table 3 [3,7,8,71]; Figure 2 [8], Figure 3 [71], and Figure 4 [3]), and psychological approaches to describe coaching process models (Table 4 [4,66,67,72]). Table 3.…”

“…Open innovation model [72]: It explains several key factors for organization development throughout the following life cycle stages: birth (innovation, awareness, intuition, vision, commitment, risk, and flexibility), growth (decision making, delegation, team approach, state change, and ability to grow), maturity (feasibility, retain high performance, overcome obstacles, and responsiveness), revival (autonomy, integration, effective internal communication, and innovative high performance), and decline (renew strategy and structure, innovativeness, improve information processing, and increase tolerance level).…”