Commitment in the workplace: toward a general model

This paper consolidates the state of academic research on innovation. Based on a systematic review of literature published over the past 27 years, we synthesize various research perspectives into a comprehensive multi-dimensional framework of organizational innovation - linking leadership, innovation as a process, and innovation as an outcome. We also suggest measures of determinants of organizational innovation and present implications for both research and managerial practice.

A Multi‐Dimensional Framework of Organizational Innovation: A Systematic Review of the Literature

A Review of Scale Development Practices in the Study of Organizations

A framework for quality management research and an associated measurement instrument

Within economic geography and industrial economics, interest in the concept of tacit knowledge has grown steadily in recent years. Nelson and Winter helped revive this interest in the work of Michael Polanyi by using the idea of tacit knowledge to inform their analysis of routines and evolutionary dynamics of technological change. More recently, the concept has received closer scrutiny. This paper offers a further contribution to this project by offering a critical analysis of the prevailing implicit and explicit economic geographies of tacit knowledge, focusing on the relationship between tacit knowledge and institutions. While much of the innovation literature focuses on a single question ^ can tacit knowledge be effectively shared over long distances ^ the paper argues that this issue cannot be properly addressed without considering a broader range of related questions. It highlights three tacit knowledge problems which, together, provide a more complete view of this issue. First, how is tacit knowledge produced? Second, how do firms find and appropriate tacit knowledge? Third, how is tacit knowledge reproduced or shared ^ that is, how does tacit knowledge promote social learning processes, and must the participants be geographically proximate in order for effective learning to occur? The paper revisits Michael Polanyi’s original conception of tacit knowledge, showing it to be limited by its experiential and cognitive emphasis, with insufficient attention devoted to the role and origins of social context. Alternatively, the paper argues that one cannot sort out the geography of tacit knowledge without inquiring into the foundations of context and culture, and the institutional underpinnings of economic activity, taking the work of another Polanyi ^ Karl ^ as the logical starting point.

Tacit knowledge and the economic geography of context, or The undefinable tacitness of being (there)

Foreword by Brian Towers Introduction 1 Japanese Industrial Practice 2 A Theory of Japanization 3 Case Studies in Japanization 4 The Emulators 5 Japanese Companies in Britain 6 Industrial Relations and Trade Unions 7 Policy Implications and Conclusions References Index

The Japanization of British industry

This paper documents the adoption of the Japanese model of manufacturing in the U.K. motor industry. Internal developments by the vehicle assemblers and their suppliers are examined. It is argued that the Japanese model involves very high intra- and interorganizational dependencies. Although this does not cause problems in Japan due to the structure of the Japanese motor industry, the structure of the UK vehicle industry presents severe obstacles to the successful use of Japanese methods. Pursuit of the pure Japanese model within the existing industry structure appears to be fraught with problems. Moreover, such an exercise risks sweeping away potential strengths of the existing structure.

https://www.jstor.org/stable/pdfplus/2486412.pdf

Buyer-supplier relations in the UK - automotive industry: Strategic implications of the Japanese manufacturing model

This paper reports the findings of a study into organizational commitment in a large producer cooperative. The proposition that commitment could be explained as an additive function of rewards, investments and alternatives was explored using a range of attitudinal and behavioural indices of commitment. Multiple regression analysis did not provide support for the full model. Factor analysis of the multiple commitment indices produced little evidence of a general organizational commitment construct. These findings support the view that there are conceptual problems with the organizational commitment construct. It is argued that concentrating on actions rather than entities as commitment targets may be a useful way for research to proceed in this field.

Rewards, investments, alternatives and organizational commitment: Empirical evidence and theoretical development

This paper reports managerial views of the responsibilities of teams, team members and functional specialists under lean production, based on the findings of an international study of management practices in the automotive components industry. The findings show limited evidence of shopfloor worker autonomy under lean team-working or of increases in technical skill; blue-collar specialists remain responsible for maintenance activities. However, the Taylorist separation of planning and execution appears to be partially reversed as operators are expected to make significant contributions to problem solving, innovation and improvement activities. Personnel issues remain largely the prerogative of senior management and white-collar specialists. The role of middle managers appears to be `hollowed out' as shopfloor employees, particularly team leaders, take more responsibility for some activities. The findings emphasize the importance of distinguishing between the roles of members and leaders within teams, and b...

Shopfloor Responsibilities Under Lean Teamworking

List of Figures. List of Tables. Foreword. Acknowledgements. Introduction. 1. Western Interest in Japan. 2. Japanese Industrial Practice. 3. Theoretical Perspectives. 4. Case Studies in Emulation. 5. Manufacturing Practices and UK Companies. 6. Personnel Practices and UK Companies. 7. Suppliers, Retailers and UK Companies. 8. Cases: Three Japanese Companies in the UK. 9. Japanese Companies in Britain. 10. Industrial Relations and Trade Unions. 11. Policy Implications and Conclusions.

Nick Oliver

Papers

The Japanization of British industry

Buyer-supplier relations in the UK - automotive industry: Strategic implications of the Japanese manufacturing model

Rewards, investments, alternatives and organizational commitment: Empirical evidence and theoretical development

Shopfloor Responsibilities Under Lean Teamworking

The Japanization of British Industry: New Developments in the 1990s