Management of Innovation eJournal最新文献

{"title":"The Importance of Emotional Intelligence for Authentic Leadership Style","authors":"Ivan Marić, Jelena Kovač, Luka Habek","doi":"10.2139/ssrn.3283738","DOIUrl":"https://doi.org/10.2139/ssrn.3283738","url":null,"abstract":"The acceleration of the business environment often does not leave individuals sufficient amount of time and space to establish meaningful connections - especially among the manager's population. Although the emphasis is placed on the fact that people are the most valuable resource for organizations, the increasingly present superficial connections among colleagues do not support it. Therefore, in the context of the mentioned changes, it should be emphasized that it is not enough to pay attention only to the development of cognitive knowledge that an individual possesses and for which there are numerous programs for improvement; but rather to focus more on the emotions of individuals. In addition, in today's organizations emotionally intelligent leaders are needed more than ever. Their modus operandi should be the implementation of emotional intelligence model into organizations in an authentic way, creating organizations of the future. The aforementioned authenticity in incorporating an emotional intelligence model can help organizations achieve their full potential. Otherwise, elements of the emotional intelligence model represent nothing more than a manipulation tool for individuals to achieve their own goals, and the progress of the organization is fading away. For the purpose of this paper, managers and employees of various organizations in Croatia were surveyed in order to determine the level of emotional intelligence and its relationship to the style of leadership.","PeriodicalId":419336,"journal":{"name":"Management of Innovation eJournal","volume":"9 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-09-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121307910","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Human Resources Information Systems: Transactional and Strategic Paradigm","authors":"A. Barišić, M. Pejić Bach, I. Miloloza","doi":"10.2139/ssrn.3283100","DOIUrl":"https://doi.org/10.2139/ssrn.3283100","url":null,"abstract":"Human resources information system (HRIS) is an inevitable element of contemporary organisation's setup. The HRIS provides multiple human resources management (HRM) services from operational assistance in collecting, storing and preparing data, executing and controlling processes, reducing HRM labour costs, and providing information to the management enabling them to make quality HR strategic decisions. This paper is aimed in contributing to the better utilization of HRIS usage in organizations, analysing various approaches in terms of purposefulness and validity of implementation of HRIS with the goal to maximize its impact to organizational performance. The goal of the paper is to provide the overview of HRIS transactional and strategic paradigm, and evaluate its impact to organizational performance.","PeriodicalId":419336,"journal":{"name":"Management of Innovation eJournal","volume":"19 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-09-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123457974","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The Timing of Openness in a Radical Innovation Project, a Temporal and Loose Coupling Perspective","authors":"H. Bahemia, J. Sillince, W. Vanhaverbeke","doi":"10.2139/ssrn.3436532","DOIUrl":"https://doi.org/10.2139/ssrn.3436532","url":null,"abstract":"Abstract We extend the Profit from Innovation (PFI) framework ( Teece, 1986 ) by combining it with open innovation insights: we explore when and how managers make the transition between closed and open innovation, and how they use appropriation (formal and informal defense mechanisms) and project strategies to capture the value generated from the innovation at the project level. Based on a radical innovation project at Jaguar (UK), we contribute to a process and temporal perspective of open innovation by shedding light on two core project processes and their enabling mechanisms which influenced the ability of Jaguar to maximize profits from the innovation. The first core project process was the choice of timing of the shift from a closed to an open model of innovation: it was enabled by a pro-active change in the formal defense strategy (i.e. submission of a patent), and by an internal loose coupling project strategy that involved autonomy of the project champion and internal engineers’ weak membership in the project. The second core process was an external loose coupling project strategy that was enabled by the deployment of two complementary informal appropriation mechanisms namely, the reduction of the scope of tasks allocated to external partners combined with the development of guarded relationships with them.","PeriodicalId":419336,"journal":{"name":"Management of Innovation eJournal","volume":"18 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121203005","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Classification of Innovation Considering Technological Interaction","authors":"M. Coccia","doi":"10.1453/jeb.v5i2.1650","DOIUrl":"https://doi.org/10.1453/jeb.v5i2.1650","url":null,"abstract":"This study here categorizes innovations considering the taxonomic characteristics of interaction between technologies in complex systems. The proposed classification, in a broad analogy with the ecology, includes four categories of technology considering the typology of their interaction: 1) technological parasitism is a relationship between two technologies A and B in which A benefits from the interaction with B, whereas B has a negative side from interaction with A; 2) technological commensalism is a relationship between technologies where technology A benefits from B without affecting it; 3) technological mutualism is a relationship in which technologies A and B benefit from the activity of the other; finally, 4) technological symbiosis is a long-term interaction between A and B technologies that generates coevolution in complex systems. This classification can predict evolutionary pathways of technologies. This study here begins the process of clarifying typologies of interactive technologies that explain the long-run evolution of technology. The theoretical framework can be a ground work for development of more sophisticated theories to clarify technological change.","PeriodicalId":419336,"journal":{"name":"Management of Innovation eJournal","volume":"66 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-07-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121378293","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"A Critical Study on Business Strategies of 3i Infotech Ltd.","authors":"Jithin Raj K., K. K","doi":"10.47992/ijcsbe.2581.6942.0023","DOIUrl":"https://doi.org/10.47992/ijcsbe.2581.6942.0023","url":null,"abstract":"A case study is a research method involving a systematic and detailed examination of a\u0000subject of study, as well as its related contextual conditions. 3i Infotech Ltd. is a secured Information Technology company to empower the Business Transformation and was established with the principal mandate of servicing the different ICICI Investors family and by providing Quality services to the shareholders of the company, and other depositors. It was promoted by ICICI Bank for their back office works. But now they become a global technology company across the world. The company position is top four Indian Software Product company. They provide different services like Managed IT Services, Payment solutions, Application Software Development and Maintenance, Business Intelligence Document Imaging and Digitization, IT consulting and various Transaction Processing services. They also sell services such as Infrastructure Management, Analytics and Services, Business Intelligence, Testing and compliance, Application development and Maintenance, Consulting and its BPO offerings. The company incorporated various wholly-owned entities in India and abroad, which includes the company consumer services Ltd for doing business related to Business to Customers services associated with Information Technology. This paper narrates about business strategy and competitors for this company and suggestions for\u0000future innovations.","PeriodicalId":419336,"journal":{"name":"Management of Innovation eJournal","volume":"7 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-05-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127471796","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Functional Singularity: An Inevitable Destination","authors":"Ken Akoundi","doi":"10.2139/ssrn.3368906","DOIUrl":"https://doi.org/10.2139/ssrn.3368906","url":null,"abstract":"Long-term investors manage trillions of dollars. For the last fifty years, these offices have relied on antiquated technologies to achieve their fiduciary goals. We are at the cusp of change. In this paper, we take a look at the technological path that these offices have taken, make observations about the current state of affairs, and propose an inevitable financial technology destination: Functional Singularity.","PeriodicalId":419336,"journal":{"name":"Management of Innovation eJournal","volume":"25 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122436389","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"A Critical Analysis on Project Success and Failure","authors":"Chenoy Ceil","doi":"10.2139/ssrn.3519787","DOIUrl":"https://doi.org/10.2139/ssrn.3519787","url":null,"abstract":"This project study is based on the case study method to identify what were the constraints of the project and what factors did not work out. Project management has three core levels, especially technical core, strategic envelope and institutional context. However, value creation plays a key role in all these three levels as it creates a combination that can increase the project performance and outcome. This research case study was primarily conducted by case study research method. To answer the research questions, review of current literature on the role of value creation in project management was also studied.","PeriodicalId":419336,"journal":{"name":"Management of Innovation eJournal","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-02-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130858355","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"A Review of New Leadership Theories and Its Components","authors":"Shahram Mollazadeh, Amir Mohammad Zadeh, Kamran Yeganegi","doi":"10.2139/ssrn.3602594","DOIUrl":"https://doi.org/10.2139/ssrn.3602594","url":null,"abstract":"The Humanities thinkers discuss the concept of leadership from a variety of dimensions. A group considers leadership as a part of the management's duties; another group believes there is a broader concept for leadership compared to management, and they consider it as the ability to persuade others to diligently seek to achieve certain goals, or they see them as activities that influence people to endeavor enthusiastically in order to achieve the influential group's goals, and others define leadership as influencing people to achieve a common goal (Rezaiean, 2011). Despite many definitions given about the leadership, some common points among all the above could be yet emphasized in case of the leadership definition. These common points are as follows (A) Leadership is a process (B) Leadership is mixed with change (C) Leadership occurs within a group (D) Leadership is purposeful (Afjeie, 2011). This article has deeply dealt with this issue .","PeriodicalId":419336,"journal":{"name":"Management of Innovation eJournal","volume":"32 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-02-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133902489","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"R&D Spending: Dynamic or Persistent?","authors":"Christophe Pennetier, Karan Girotra, Jürgen Mihm","doi":"10.2139/ssrn.2671828","DOIUrl":"https://doi.org/10.2139/ssrn.2671828","url":null,"abstract":"Problem definition: Should the management of research and development (R&D) be persistent in its approach to funding R&D or rather allow for quick reaction and dynamism? Academic/practical relevance: Under a persistent policy, allocations remain nearly constant irrespective of circumstances; under a dynamic policy, R&D spending increases (respectively, declines) when opportunities arise (respectively, fail to materialize). Practitioners give conflicting answers as to which policy is preferable, while there is no rigorous academic guidance. Methodology: We use a sample of 3,711 publicly listed companies, observed for seven years (on average) between 1982 and 2003, to compare the outcomes of these R&D allocation policies. We estimate a firm-level dynamic panel data model, via the “system general method of moments” (S-GMM) approach ( Arellano and Bond 1991 , Blundell and Bond 1998 ), which combines financial information from the Compustat database with patent data provided by the National Bureau of Economic Research (NBER). Results: We find that a dynamic allocation strategy is associated with worse R&D performance in terms of patent quantity and quality. Our results indicate that the originality of an invention, and also the firm's familiarity with an invention's technological basis, are factors that can mitigate or amplify the harm caused by variability. Finally, we establish that R&D performance suffers from the unpredictable part of dynamic spending; the predictable part has either no effect or a positive one. Managerial implications: There are many reasons why managers may wish to alter the level of R&D spending. Some of these reasons (e.g., pursuing technological opportunities) reflect more positive intentions than do others (e.g., chasing targets for earnings). Whatever the rationale for a change in spending, our paper highlights the possible negative consequences that managers should consider; it also documents the contingencies under which adaptation is especially harmful and identifies policies for mitigating adaptation pains. Thus, we offer managers a framework for conceptualizing principles about how best to invest in R&D. Our paper also issues this warning about the goal of hitting quarterly financial targets: if R&D spending is viewed as discretionary when such targets must be met— which is customary (as documented by Roychowdhury 2006) for some publicly traded companies—then one should expect to observe long-term negative consequences that cannot be reversed simply by later restoring or even increasing R&D investment.","PeriodicalId":419336,"journal":{"name":"Management of Innovation eJournal","volume":"2006 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-02-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130936625","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Theories of Change as a Tool for Strategy Development and Performance Improvement in Research for Development Organizations.","authors":"R. Basak, Michelle Guertin, Bruno Gérard","doi":"10.2139/ssrn.3116128","DOIUrl":"https://doi.org/10.2139/ssrn.3116128","url":null,"abstract":"This paper looks at the role of a results-based management tool, namely theories of change, in strategy development for Research for Development organizations. The paper reviews the theoretical and empirical literature on strategy development and implementation, with a focus on strategic planning, strategic consensus and organizational performance. The role of theories of change in strategy development is analyzed using the International Maize and Wheat Improvement Center, a research institution affiliated with the Consultative Group on International Agricultural Research, as a case study. Theories of change were found to be a useful tool in strategy development, helping to align senior management vision with the rank-and-file understanding of the organization’s objectives. The theories of change sessions also led to more creative and strategic thinking about key organizational issues.","PeriodicalId":419336,"journal":{"name":"Management of Innovation eJournal","volume":"22 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129829408","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}