Exploring Leadership Styles and How They Impact a Lean Culture

The purpose of this research is to explore how leadership styles effect a positive Lean culture and define a positive Lean culture. The results of this research will assist Lean practitioners as they play in integral part in creating a positive Lean culture. Creating and then fostering a positive Lean culture is valuable to leaders by improving innovation, working relationships and improved employee engagement. Learning more about how leadership styles impact a Lean culture will help future leaders create and foster a positive Lean culture

Rule #1 : value co-creation starts with a firm level innovation culture

At the firm level, what facilitates co-creation of value? This paper reflects on the theoretical literature on value co-creation and makes the argument that a strong firm-level innovation culture is an essential prerequisite to co-creating value between firms and customers. This study reports the results of a benchmarking exercise of firm-level innovation practices in a representative sample of 215 manufacturing SMEs across 6 industrial sub-sectors in Singapore. Singapore is undergoing sweeping economic reforms aimed at reenergizing the manufacturing sector, improving productivity, fostering collaborations and innovation in creating value. The government’s efforts in Singapore to incentivize firms to collaborate with external stakeholders and co-create value is largely encumbered by firm-level characteristics (poor communication, limited empowerment, lack of collaboration, top-down approaches, limited appetite for risk and failure) and other attributes that do not facilitate innovation, collaboration, and co-creation of value. Our findings are a lesson in caution, and the limited efficacy of the role of incentives to improve collaboration and the creation of value, in the absence of a culture that facilitates innovation

Scholarship voyage

The Merdeka Award Lecture covers the various stages of development in the voyage of scholarship of Zaini Ujang; from childhood to professorship, from personal experience to philosophical maturity, from uncertainties to idealism, and from pure chemistry to professional insights on water sustainability. The focus of the talk is on traits of scholarship and inlellectual development as well as university and intellectual idealism. The role of academia in value creation, innovation and creativity will be highlighted, focusing on the strategy and initiative towards an innovation ecosystem and dynamic intellectual climate which Zaini believes should thrive if the academia wants to remain relevant and competitive. Important milestones in the academic pursuit and scholastic excellence expounded by Zaini are also highlighted in his strive towards creating a vibrant knowledge culture and fertile intellectual ecosystem in UTM where he leads as the Vice Chancellor. Special reference to his academic venture in water sciences and sustainability is also included

Knowledge Creating and Sharing Corporate Culture Framework

AbstractMost knowledge - and particularly know-how - tends to be implicit, difficult to communicate in an easy form, and sometimes impossible to document, this is the tacit knowledge. Tacit knowledge provides competitive advantage for future successful companies. Making tacit knowledge available to others should be the central activity of the knowledge and innovation creating organization. A prerequisite for the evolution of tacit knowledge is an open culture in an organization, interaction with others. So, knowledge sharing is the fundamental means through which employees can contribute to knowledge creating, innovation, and ultimately the competitive advantage of the organization. But there are some barriers in the creation and sharing knowledge so that they become critical processes in corporate knowledge management. This paper proposes a framework approach, to integrate creation and sharing knowledge process, based on the resolution of the main walls which exist within both process, and which the company can exploit using different tools. The expected benefits of this approach include personal satisfaction and development, rationalization of decision-making processes by making them explicit, increase productivity, increasing knowledge creation and sharing culture and innovation

Skills to boost innovation: in the context of public policies

Innovation public policy has a vital role in influencing the competitive capacity of companies and is strongly associated with their ability to innovate and the way they are organized. As important as the technological and the organization of work is the social dimension, namely, involvement, participation, and commitment of the workforce, as these are, par excellence, factors that contribute to creating added value and differentiation for companies. In this sense, the concept of innovation depends on an integrated vision between the human dimension and the other multiple dimensions that innovation can assume. Public policies besides the goal of creating a more modern and competitive business and industrial context, also are focused on the development of the workforce, not only in digital skills but also in workplace skills. This type of skills contributes to creating a more innovative context and a culture of innovation. This article goal is to make a global overview of the innovation concept and innovation skills. Also, explicitly, the research aimed to identify the critical skills and disruptive digital skills in the sphere of innovative public policies. To this end, a literature review was conducted, and an online survey explored the main critical skills for the future and the disruptive digital skills contributing to the definition and implementation of public innovation policies.info:eu-repo/semantics/publishedVersio