The Social Psychology of Organizations.

Everybody knows that digital technology has revolutionized our economy and our lifestyles. But how many of us really understand the drivers behind the technology – the significance of going digital; the miniaturization of electronic devices; the role of venture capital in financing the revolution; the importance of research and development? How many of us understand what it takes to make money from innovative technologies? Should we worry about manufacturing going offshore? What is the role of India and China in the digital economy? Drawing on a lifetime’s experience in the industry, as an engineer, a senior manager, and as a partner in a global venture capital firm, Henry Kressel offers an expert personalized answer to all these questions. He explains how the technology works, why it matters, how it is financed, and what the key lessons are for public policy.

Competing for the Future

Links and impacts: the influence of public research on industrial R&D

Management Challenges for the 21st Century

The interplay of leadership, absorptive capacity, and organizational learning culture in open innovation: Testing a moderated mediation model

The main aim of this study was to identify the perception of employers concerning the employability skills needed in the job market and graduates’ perception of the employability skills that they currently possessed. Eleven variables that make up employability skills based on past research were examined in this study. However, only seven factors, which were the result of factor analysis, were considered. Data were collected through two different sets of questionnaires intended to gauge employers’ and graduates’ perceptions, respectively. The results of this study revealed that employers preferred to hire graduates from public universities. Moreover, graduates and employers placed similar importance in terms of the ranking of employability skills, where both employers and graduates perceived the order of importance of employability skills to be the same. However, there was a difference between employers’ and graduates’ perceptions for all seven employability factors, where employers rated graduates much lower in terms of mean rank. The results of this study also suggest that younger employers tend to be more favourable to graduates’ employability skills. The higher the job position of the employer within the organization, the higher are the expectations of graduates. Finally, recommendations were also included in this study.

Malaysian graduates' employability skills

Purpose – The purpose of this study is to highlight the role of individual and training design factors on training transferDesign/methodology/approach – A review of the literature is conducted, and this review highlights a dual role of perceived content validity in the form of increasing self‐efficacy and the role of trainees' reaction The study suggests that transfer design factors improve performance self‐efficacy and reaction measures work as a bridge between content validity and transfer motivation In addition, the role of transfer design in training transfer theory is explainedFindings – A combination of variables is proposed, suggesting further investigation to build a strong training transfer theory The study highlights the dual role of perceived content validity as a factor to develop positive trainee reaction and increase trainee performance self‐efficacy Furthermore, the study proposes that transfer design and perceived content validity increase trainee performance self‐efficacy, which lea

The role of individual and training design factors on training transfer

Research suggests that cultural issues can make or mar the open innovation process. In this paper, we thus aim at identifying organizational culture types that enable and retard the two types of open innovation activities: in-bound and out-bound. Data were collected using the questionnaire survey method from 339 middle and top managers working in the Malaysian high-tech sector. Organizational culture emerged as a huge predictor of open innovation. We found that highly integrative culture enables in-bound open innovation, but does not significantly affect out-bound open innovation. Besides, hierarchy culture is found to retard both in-bound and out-bound open innovation. This paper is probably the first to empirically investigate the role of culture in open innovation. The findings fill an important gap in open innovation theory while practical implications extend to managers interested in open innovation adoption in their organizations.

What organizational culture types enable and retard open innovation

Purpose – Research investigating the role of factors affecting open innovation remains scarce. The purpose of this paper is to examine the role of managerial ties in facilitating the two types of open innovation – in-bound and out-bound. Design/methodology/approach – Data are collected using the questionnaire survey method from 339 middle and top managers working in four high-tech industries in Malaysia. Findings – Results show that in most high-tech industries in Malaysia, managerial ties with universities and with government officials facilitate in-bound open innovation, while ties with managers at other firms do not significantly relate to it in any high-tech industry. Further, managerial ties are not found to relate significantly to out-bound open innovation in any high-tech industry except in the aerospace and electronics industries wherein ties with government officials relate negatively and positively to out-bound innovation, respectively. Practical implications – This study provides empirical evid...

Do managerial ties support or stifle open innovation

The objective of this paper is to test the influence of individual factors on employee participation in decision making (PDM) among Malaysian middle and top level managers in the private sector. The individual factors involved are trust, demographic similarities and idiocentrism-allocentrism. Leader-member exchange (LMX) is included as a moderating variable for the individual factor – PDM relationships. The relationship between PDM and organisational citizenship behaviour (OCB) is also tested with self-efficacy as the moderator. The individual manager is the unit of analysis and the sampling procedure involves self-administered questionnaire surveys on 333 participants. The results reveal that trust is the only individual factor that has an influence on PDM. Self-efficacy has a moderating effect on the PDM-OCB relation. However, LMX did not have any moderating effect. A major implication that emanates from this study is that the differing levels of PDM, which could be explained by, trust among the respondents.

Sharan Kaur

Papers

Malaysian graduates' employability skills

The role of individual and training design factors on training transfer

What organizational culture types enable and retard open innovation

Do managerial ties support or stifle open innovation

A study on employee participation in decision making.