What is innovation according to West & Sacramento?
Innovation encompasses the two major stages
(1) creativity (development of new ideas)
(Creativity, we propose, requires individuals with creative characteristics, who feel free from threat and pressure, and work in a supportive environment.)
(2) innovation implementation (introduction and practical application of new and improved products, services and ways of doing things at work)
(Innovation requires diversity (of knowledge particularly), integration of people’s knowledge and efforts, external challenge or demand, and practical support for innovation.)
(1) creativity (development of new ideas)
(Creativity, we propose, requires individuals with creative characteristics, who feel free from threat and pressure, and work in a supportive environment.)
(2) innovation implementation (introduction and practical application of new and improved products, services and ways of doing things at work)
(Innovation requires diversity (of knowledge particularly), integration of people’s knowledge and efforts, external challenge or demand, and practical support for innovation.)
Tags: deck 4, innovation
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Definition of climate
“Perceptions of the events, practices, and procedures and
the kinds of behavior that are rewarded, supported, and expected in a setting”
Climate refers to shared perceptions of the work environment (how
organizational members experience organizations and attach common meanings to their perceptions of the environment)
the kinds of behavior that are rewarded, supported, and expected in a setting”
Climate refers to shared perceptions of the work environment (how
organizational members experience organizations and attach common meanings to their perceptions of the environment)
Tags: climate, deck 4, innovation
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4 Factors of the team climate inventory
- 1. Vision
- 2. Participative safety
- 3. Task orientation
- 4. Support for Innovation
Tags: deck 4, tci
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3 practical implications of the TCI results:
(Klausur!)
(Klausur!)
What implications for practice and management in organizations arise from our series of findings?
Interventions should focus on providing the group with
Team members as well as team leaders and higher management
have to find a balance
Supervisors and team leaders should strive to provide the team with clearly stated, shared and visionary goals.
Interventions should focus on providing the group with
- high norms for innovation
- and creating a climate that is open to change
- and error friendly
Team members as well as team leaders and higher management
have to find a balance
- in truly supporting each other in developing and implementing new ideas
- and at the same time monitoring and critically appraising each other
Supervisors and team leaders should strive to provide the team with clearly stated, shared and visionary goals.
Tags: deck 4, tci
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What is the additional climate factor "implementation climate"?
(3 Factors + 2 effects) (Klausur!)
(3 Factors + 2 effects) (Klausur!)
Innovation
>>technology or practice “being used for the first time by members of an organization, whether or not other organizations have used it previously“
>> Focus on innovations requiring the active and coordinated use of multiple members to benefit the organization
Implementation
>> transition period during which targeted users ideally become skillful, consistent and committed in their innovation use
>> gateway between adoption decision and routine innovation use
Targeted users
organizational members who are expected either to use the innovation directly or to support the innovation‘s use
Implementation effectiveness
consistency and quality of targeted users‘ use of a specific innovation
Innovation effectiveness
the benefits and organization receives as a result of the
implementation of a given innovation
+ Innovation-values fit
extent to which targeted users perceive that innovation use will foster (or inhibit) fulfillment of their values (i.e., beliefs about desirable models of conduct or end-states)
>>technology or practice “being used for the first time by members of an organization, whether or not other organizations have used it previously“
>> Focus on innovations requiring the active and coordinated use of multiple members to benefit the organization
Implementation
>> transition period during which targeted users ideally become skillful, consistent and committed in their innovation use
>> gateway between adoption decision and routine innovation use
Targeted users
organizational members who are expected either to use the innovation directly or to support the innovation‘s use
Implementation effectiveness
consistency and quality of targeted users‘ use of a specific innovation
Innovation effectiveness
the benefits and organization receives as a result of the
implementation of a given innovation
+ Innovation-values fit
extent to which targeted users perceive that innovation use will foster (or inhibit) fulfillment of their values (i.e., beliefs about desirable models of conduct or end-states)
Tags: climate, deck 4, implementation
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Phase model of leadership behavior in innovation processes
1. Initiation phase > Nurturing
encouraging safety and ideas, being supportive, being open-minded, ensuring a non-judgemental climate
2. Discussion phase > Developing
obtaining opinions, evaluating proposals, agreeing implementation plans, pushing plans forward
3. Implementation phase > Championing
selling the proposal to all groups affected, gaining commitment, ensuring participation in implementation
4. Routinization phase > Validating/modifying
checking effectiveness, identifying weak links, modifying and improving the innovation
encouraging safety and ideas, being supportive, being open-minded, ensuring a non-judgemental climate
2. Discussion phase > Developing
obtaining opinions, evaluating proposals, agreeing implementation plans, pushing plans forward
3. Implementation phase > Championing
selling the proposal to all groups affected, gaining commitment, ensuring participation in implementation
4. Routinization phase > Validating/modifying
checking effectiveness, identifying weak links, modifying and improving the innovation
Tags: deck 4, leadership
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How look the current model of "transformational and transactional leadership"?
Augmentation effect: Increase in subordinate performance if supervisors exhibit transformational leadership in addition to transactional leadership
Tags: deck 4, leadership
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9 Factors of transactional leadership (3 F.), transformational leadership (5 F.) / laissez-faire
Transactional leadership
1. Contingent reward
2. active management-by-exception
3. passive management-by-exception
4. laissez-faire
Transformational leadership
5. Idealised influence (behavioural)
6. idealised influence (attributed)
7. inspirational motivation
8. Intellectual stimulation
9. Individualised consideration
1. Contingent reward
2. active management-by-exception
3. passive management-by-exception
4. laissez-faire
Transformational leadership
5. Idealised influence (behavioural)
6. idealised influence (attributed)
7. inspirational motivation
8. Intellectual stimulation
9. Individualised consideration
Tags: deck 4
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Kartensatzinfo:
Autor: Florian
Oberthema: BWL
Thema: Human Side of Innovation
Schule / Uni: TU Berlin
Ort: Berlin
Veröffentlicht: 13.07.2013
Tags: Innovation
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