Open AccessJournal Article
Management innovation
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In this article, the authors present a set of reprint articles for which IEEE does not hold copyright. Full text is not available on IEEE Xplore for these articles, but full text can be found on the Internet Archive.Abstract:
This publication contains reprint articles for which IEEE does not hold copyright. Full text is not available on IEEE Xplore for these articles.read more
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Multilevel Latent Polynomial Regression for Modeling (In)Congruence Across Organizational Groups The Case of Organizational Culture Research
TL;DR: In this paper, a multilevel latent polynomial regression model (MLPM) is introduced to treat standings of organizational groups as latent intercepts at the organization level while subjecting these to latent interactions that enable response surface modeling to test congruence hypotheses.
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Innovating in Organizations: A Model of Climate Components Facilitating the Creation of New Value
TL;DR: In this paper, the authors investigated the influence of organizational climate on innovation in organizations, extending previous work on the antecedents of innovation outcomes and found that collaborative communication between employees builds trusting relationships, which then lead to a stronger commitment to the organization.
Journal ArticleDOI
Multilevel transformational leadership and management innovation: Intermediate linkage evidence
TL;DR: In this paper, the effects of multilevel transformational leadership on management innovation and innovation at the lower level in the organizational hierarchy were investigated, and the results from hierarchial linear modeling analysis reveal that unit-level TFL was positively related to unit level management innovation.
Journal ArticleDOI
Does organizational innovation always lead to better performance? A study of firms in Vietnam
TL;DR: In this paper, the authors explored the relationship between organizational innovation and performance of firms in Vietnam and proposed five hypotheses covering the relationships between different aspects of organizational innovation, including innovation in business practices, innovation in workplace organization, and organizational innovation in external relations.
Journal ArticleDOI
Overcoming Human Capital Voids in Underdeveloped Countries
TL;DR: In this paper, the authors argue that managers can strategically select organizational upgrading mechanisms to compensate for the negative effect of the human capital deficiencies of employees on firm performance improvement, and propose that external mechanisms are better than internal mechanisms (e.g., internal research and development) because external mechanisms provide appropriate ready-made knowledge for learning of low-skilled labor.
References
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Book ChapterDOI
Firm Resources and Sustained Competitive Advantage
TL;DR: In this article, the authors examined the link between firm resources and sustained competitive advantage and analyzed the potential of several firm resources for generating sustained competitive advantages, including value, rareness, imitability, and substitutability.
Journal ArticleDOI
The Strength of Weak Ties
TL;DR: In this paper, it is argued that the degree of overlap of two individuals' friendship networks varies directly with the strength of their tie to one another, and the impact of this principle on diffusion of influence and information, mobility opportunity, and community organization is explored.
Posted Content
An Evolutionary Theory of Economic Change
TL;DR: In this paper, the authors developed an evolutionary theory of the capabilities and behavior of business firms operating in a market environment, including both general discussion and the manipulation of specific simulation models consistent with that theory.
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The art of case study research
TL;DR: In this article, an intensive study of case study research methods is presented, focusing on the Unique Case Research Questions and the Nature of Qualitative Research Data Gathering Analysis and Interpretation Case Researcher Roles Triangulation.
Journal ArticleDOI
Managing Legitimacy: Strategic and Institutional Approaches
TL;DR: This article synthesize the large but diverse literature on organizational legitimacy, highlighting similarities and disparities among the leading strategic and institutional approaches, and identify three primary forms of legitimacy: pragmatic, based on audience self-interest; moral, based upon normative approval; and cognitive, according to comprehensibility and taken-for-grantedness.