Innovation Intensity: From IT Use and Innovative Culture to Organizational Performance

Drawing from past research on information technology (IT) use, organizational culture, and innovation, the present study tests a model exploring the effects of collaborative and experiential culture as well as internally and externally-focused use of IT on innovation intensity and organizational performance. As the innovation process is complex and uncertain, we try to open the black box of innovation intensity by exploring the roles played by the use of IT and the innovation culture. The research model was tested via a structural equation model using PLS with data collected from 395 top executives. Results indicate that intense use of internally and externally- focused IT positively affect innovation intensity. The results also show that collaborative culture increases innovation intensity. In turn, innovation intensity increases both operational and financial performance

Cartes conceptuelles des facteurs critiques à la transition vers des espaces ouverts et flexibles sur la performance et le bien-être

Plusieurs organisations songent à reconfigurer leurs espaces de travail dans le but de les optimiser. Alors que les études (Brunia et al., 2016; Dunford et al., 2013; Hoendenvanger et al., 2016) sur les espaces ouverts et flexibles tendent à démontrer des résultats mitigés, il importe de considérer l’expérimentation et la transition vers ces nouveaux espaces de sorte qu’ils répondent au mieux aux besoins des destinataires et à ceux de l’organisation. Un projet pilote a été élaboré à des fins d’expérimentation. Une équipe de soutien a accompagné 15 cohortes d’environ 15 personnes durant deux à trois mois chacune, pendant trois ans. Une recherche-action exploratoire en milieu universitaire a permis de collecter des données qualitatives à partir de rencontres hebdomadaires de suivi, d’un sondage et de témoignages enregistrés. Les cartes conceptuelles (Davies, 2011), créées à partir de 260 extraits de verbatims, illustrent les relations hiérarchiques entre les facteurs critiques et leurs effets psychosociaux. Les résultats montrent trois facteurs critiques et leurs effets. La diversité et la flexibilité des aménagements ont facilité l’adaptation et généré un sentiment de performance accrue en répondant aux besoins de concentration, d’intimité et de travail en équipe. La proximité physique a contribué à augmenter les interactions sociales et l’accessibilité aux collègues et aux gestionnaires, menant à la collaboration et au bien-être psychologique. L’accompagnement en gestion du changement a favorisé la perception de soutien organisationnel et l’appropriation spatiale. Les praticiens en gestion du changement et les décideurs pourraient envisager une période de transition de quelques mois pour l’apprentissage et le suivi des groupes touchés, avant les décisions finales. Les résultats obtenus doivent être contextualisés et pourraient varier en fonction des types de postes. Les effets de ces espaces à long terme et la considération des tâches réalisées lors des journées passées au bureau seraient des pistes d’études intéressantes.Many organizations are considering reconfiguring their workspaces to optimize them. While studies (Brunia et al., 2016; Dunford et al., 2013; Hoendenvanger et al., 2016) on open and flexible spaces tend to show mixed results, it is important to consider experimenting and transitioning to these new spaces so that they best meet the needs of the change recipients and the organization. A pilot project was built for recipients to experiment with new spaces. A support team followed 15 cohorts of about 15 people for two to three months each, over three years. Exploratory action research in a university setting made it possible to collect qualitative data from weekly follow-up meetings, a survey, and videotaped statements. Concept maps created (Davies, 2011) from 260 verbatim excerpts illustrate the hierarchical relationships between critical factors and their psychosocial effects. The results show three critical factors. The diversity and flexibility of the layouts facilitated adaptation and created a sense of increased performance by meeting the needs for focus, privacy, and teamwork. Physical proximity contributed to increased social interaction and accessibility to colleagues and managers, leading to collaboration and a sense of well-being. Change management fostered the perception of organizational support and spatial appropriation. Change management practitioners and leaders might consider a transition period of a few months for learning and monitoring of recipient groups before final decisions are made. The results obtained need to be contextualized and could vary by type of position. The effects of these spaces in the long term and consideration of tasks performed during the days spent in the office would be interesting leads for future studies

Trajectoire de courage chez les cadres intermédiaires en période de changement

Le courage managérial est une compétence clé chez les cadres intermédiaires, surtout en période de changement. Dans cette étude, nous voulions comprendre comment les cadres intermédiaires interprètent et passent à l’action par des actes courageux. L’analyse des récits permet de constater que les actes de courage se produisent selon une séquence en trois étapes : reconstruction du sens donné au changement par le promoteur, identification et passage à l’acte de courage puis réflexion sur l’acte. De plus, nous avons découvert que le fait de compléter une séquence de courage permet de prendre conscience d’une autre situation risquée, souvent initiatrice d’une séquence de courage éventuelle. Deux trajectoires d’actes de courage ont également émergé : une première où les actes de courage de haut niveau semblent liés à un sens d’appropriation élevée du changement et une deuxième trajectoire où les actes de courage sont de niveau plus modéré et où l’appropriation est en évolution. Ces deux trajectoires permettent d’établir un lien entre le courage et l’appropriation du sens donné au changement. Il est important de noter que les résultats obtenus sont issus d’un échantillon de huit cadres intermédiaires d’une organisation publique opérant le même changement. Des recherches futures pourraient considérer un devis diachronique sur l’évolution des actes de courage en temps réel. Les implications pratiques visent à accompagner et à former les gestionnaires sur l’importance de reconstruire le sens donné au changement pour mieux se l’approprier et à poser des actes courageux au fur et à mesure des défis qu’ils rencontrent.Managerial courage is a key quality for middle managers, especially in times of change. In this study, we wanted to understand how middle managers interpret and take action through courageous acts. Analysis of the accounts shows that acts of courage occur in three-steps sequentially: reconstruction of the meaning given to the change by the promoter, identification of the act of courage and taking it into action, then reflecting on the act. We also discovered that completing a courage sequence allows to become aware of another risky situation, often initiating a possible courage sequence. Two paths of acts of courage also emerged: a first path where high-level acts of courage seem linked to a high sense of appropriation of the change, and a second path where acts of courage are more moderate and where appropriation is evolving. These two paths enable to establish a link between courage and appropriation of the meaning given to the change. It is important to note that the results obtained come from a sample of eight middle managers from a public organization carrying out the same change. Future research could include a diachronic design on the evolution of acts of courage in real time. The practical results aim to support and train managers on the importance of reconstructing the meaning given to change to appropriate it better, and to take courageous actions on the challenges they encounter as they arise

Chapitre 2. Jocelyna Dubuc et le Spa Eastman : une passion contagieuse

INTRODUCTION ET RÉSUMÉ Ce cas présente le rôle entrepreneurial d’une femme qui a créé et développé une entreprise. Jocelyna Dubuc a fait preuve d’avant-gardisme en créant une entreprise d’un type nouveau, essentiellement vouée au bien-être et au mieux-être de l’individu. Outre l’innovation, ce cas souligne le rôle social exceptionnel joué par cette entrepreneure et les efforts particuliers qu’elle a déployés à travers son entreprise pour répondre aux besoins changeants de la société. Dans cet..

Excessive change and coping in the working population

Purpose – Two complementary objectives are addressed in this paper. First, several studies are introduced based on the assumption that organizational change is now excessive. The purpose of this paper is to propose an operational definition to change excessiveness, and the authors assess whether it is a generalized phenomenon at a societal level. Second, these studies are habitually mobilizing coping theories to address their purpose. However, an integrated model of coping, including appraisals and coping reactions towards change is still to be tested. Thus, the assessment is anchored in an application of the Stimulus-Response Theory of Coping (SRTC). Design/methodology/approach – A quantitative study is conducted by administering questionnaires to a nationwide representative sample (n=1,002). Anderson and Gerbing (1991) two-step approach is used to validate the study and tests its hypothesized model. Change excessiveness is measured in order to observe if it is a generalized phenomenon in the working population. Its effects on coping are modelled through the fully mediated SRTC. Therefore, the hypothetical model predicted that the relationships between the perception of excessive change contexts and negative coping reactions is fully mediated by negative appraisals towards change contexts. Findings – Perceptions of excessive change is a normally distributed and a statistically centralized phenomenon. As hypothesized, an structural equation modelling test of the SRTC shows a full mediation effect of negative appraisal between change intensity and negative coping to change. Originality/value – This paper empirically tests a nationwide sample where organizational change may be too excessive for individuals’ positive coping. It is the first to generalize the observation of change excessiveness as perceived by employees to a nationwide level. Moreover, it addresses the gap between change excessiveness and coping theories in modelling the SRTC through its three components: event, appraisals, and coping reactions. Finally, it presents managerial discussions towards the strategic necessity for organizational change and its potential “too-much-of-a-good-thing” effects

Development of an interprofessional program for cardiovascular prevention in primary care: A participatory research approach

Background: The chronic care model provides a framework for improving the management of chronic diseases. Participatory research could be useful in developing a chronic care model–based program of interventions, but no one has as yet offered a description of precisely how to apply the approach. Objectives: An innovative, structured, multi-step participatory process was applied to select and develop (1) chronic care model–based interventions program to improve cardiovascular disease prevention that can be adapted to a particular regional context and (2) a set of indicators to monitor its implementation. Methods: Primary care clinicians (n = 16), administrative staff (n = 2), patients and family members (n = 4), decision makers (n = 5), researchers, and a research coordinator (n = 7) took part in the process. Additional primary care actors (n = 26) validated the program. Results: The program targets multimorbid patients at high or moderate risk of cardiovascular disease with uncontrolled hypertension, dyslipidemia or diabetes. It comprises interprofessional follow-up coordinated by case-management nurses, in which motivated patients are referred in a timely fashion to appropriate clinical and community resources. The program is supported by clinical tools and includes training in motivational interviewing. A set of 89 process and clinical indicators were defined. Conclusion: Through a participatory process, a contextualized interventions program to optimize cardiovascular disease prevention and a set of quality indicators to monitor its implementation were developed. Similar approach might be used to develop other health programs in primary care if program developers are open to building on community strengths and priorities