An exploration of the determinants of innovation:the top management team, organisational climate and organisational learning

Some researchers argue that the top team, rather than the CEO, is a better predictor of an organisation’s fate (Finkelstein & Hambrick, 1996; Knight et al., 1999). However, others suggest that the importance of the top management team (TMT) composition literature is exaggerated (West & Schwenk, 1996). This has stimulated a need for further research on TMTs. While the importance of TMT is well documented in the innovation literature, the organisational environment also plays a key role in determining organisational outcomes. Therefore, the inclusion of both TMT characteristics and organisational variables (climate and organisational learning) in this study provides a more holistic picture of innovation. The research methodologies employed includes (i) interviews with TMT members in 35 Irish software companies (ii) a survey completed by managerial respondents and core workers in these companies (iii) in-depth interviews with TMT members from five companies. Data were gathered in two phases, time 1 (1998-2000) and time 2 (2003). The TMT played an important part in fostering innovation. However, it was a group process, rather than team demography, that was most strongly associated with innovation. Task reflexivity was an important predictor of innovation time 1, time 2). Only one measure of TMT diversity was associated with innovation - tenure diversity -in time 2 only. Organisational context played an important role in determining innovation. This was positively associated with innovation - but with one dimension of organisational learning only. The ability to share information (access to information) was not associated with innovation but the motivation to share information was (perceiving the sharing of information to be valuable). Innovative climate was also associated with innovation. This study suggests that this will lead to innovative outcomes if employees perceive the organisation to support risk, experimentation and other innovative behaviours

High performance work systems, workforce productivity, and innovation: a comparison of MNCs and indigenous firms

Previous research has reported conflicting results on whether or not foreign-owned firms diverge from indigenous firms with respect to their human resource policies and practices. Set in the dynamic, globalized economy of the Republic of Ireland, this study examines the relative use of high performance work systems (HPWS) by foreign-owned versus Irish-owned firms. We also investigate the implications of HPWS use for organizational effectiveness. Results suggest substantial differences associated with country of ownership. Relative to Irish-owned firms, foreign-owned firms report higher HPWS utilization and higher rates of workforce productivity and innovation. Results suggest that the relationship between country of ownership and organizational effectiveness is mediated by the use of HPWS

Unions and the Adoption of High Performance Work Systems: Does Employment Security Play a Role?

This is the publisher's version, also available electronically from http://ilr.sagepub.com.Previous research on the association between unionization and the adoption of high performance work systems (HPWSs) has yielded inconsistent results. Using data from a 2004 multi-industry survey of firms operating in the Republic of Ireland, the authors examine the relationship between employee union membership rates and relative use of HPWSs. They also test arguments that employment security may affect the receptiveness of unions to such HR practices. The results indicate that as union representation increased, there was a significant decrease in the use of high performance work systems. Evidence also suggests that providing employment security significantly ameliorated this negative impact

Top team trust, knowledge sharing and innovation

In the present research, we developed a causal model of organizational innovation incorporating the literature on top management teams (TMT) and knowledge-sharing in organizations. We hypothesized that top team composition and trust would predict organizational innovation through the mediating variables of task reflexivity and knowledge-sharing. We tested the model using data collected from thirty-five knowledge intensive firms in Ireland operating in the software industry. Results indicated that top team trust, knowledge-sharing and task reflexivity have both direct and indirect relationships with organizational innovation. Implications for research and practice are discussed

Partnership, high performance work systems and organizational effectiveness

Using data gathered from 132 organizations operating in Ireland, we examined the impact of high performance work systems (HPWS) and partnership on firm-level performance. Our results reveal that HPWS and partnership practices are positively associated with labour productivity, workplace innovation and negatively associated with voluntary turnover. More specifically, both HPWS and partnership are positively associated with labour productivity and employee retention, and the positive relationship between partnership and workplace innovation is mediated by HPWS

Irish workplace behaviour study

This study replicated the BWBS in Ireland, employing the same questionnaire and sampling methodology, in order to establish the prevalence of negative acts in the workplace in a nationally representative sample of Irish employees. The focus of the study is workplace ill treatment received at least once over the previous two years. Workplace ill treatment takes many forms. Workplace bullying is perhaps the most well researched aspect of workplace ill treatment, and has become the dominant way of conceptualising trouble at work. Workplace bullying is a problem for practitioners, academics, and most significantly, it is a problem for those who experience or witness it. There is incontrovertible evidence that ill treatment, impacts negatively on worker health. Many studies cumulatively attest to the toxic effects of ill treatment in work on both physical and mental health and well being. Despite this, ill treatment remains prevalent in workplaces in many countries and organisational response is typically poor. I n 20011 and 20072, national surveys on workplace bullying were conducted in Ireland. These studies found prevalence rates of 7% and 7.9% respectively, employing a self labelling method, in which respondents were asked, following the presentation of a definition, to state whether or not they have been bullied in the past six months. A number of contextual factors make a new survey timely. The British Workplace Behaviour Survey (BWBS) was administered by face-to-face structured interview to a representative sample of UK employees between 2007 and 2008, gathering data on demographic factors, job and workplace characteristics, respondents’ views about their levels of control over the pace and nature of their work, and about why people think they are ill-treated in their workplaces. The survey employed a behavioural checklist, amended following cognitive testing, and including eight items on ‘unreasonable management’, 11 items measuring ‘incivility and disrespect’ and two items on ‘physical violence’. The cognitive testing element was critical to improving the validity of the instrument, and minimised the possibility of errors in conceptualisation and interpretation of items. Respondents were also asked if they had witnessed or perpetrated any of the 21 items

Success factors for service innovation: a meta-analysis

Service sectors form a considerable part of the world economy. Contrary to the logical assumption that service innovation research should represent a significant share of all innovation research, the vast majority of innovation studies focus on products as opposed to services. This research presents a meta-analysis of the antecedents of service innovation performance conducted on 92 independent samples obtained from 114 articles published between 1989 and 2015. This research contributes to our understanding of service innovation in three major ways. First, this is the first meta-analysis that specifically assesses the relative importance of antecedents of service innovation performance, while also pinpointing the differences in meta-analytic findings between antecedents of service and product innovation performance. Whilst there are some universal success factors that transcend the boundaries between services and products, the presence of marked differences implies that it would be wrong to treat the development of new services and new products as the same. Second, the meta-analysis demonstrates that the antecedents of service innovation performance are contingent on the sector context (i.e., explicit versus tacit services). Comparing results between products and services, and between tacit and explicit services, there appears to be a continuum where explicit services sit interstitial between tacit services on one side and products on the other. Third, the meta-analysis compares and contrasts the antecedents of two dimensions of service innovation performance (i.e., commercial success and strategic competitive advantage). Previous meta-analyses treated these two dependent variables collectively, which falls short of identifying issues that may affect management decisions when faced with different objectives. Additionally, this research investigates the effect of several other moderators (i.e., culture, unit of analysis, journal quality, and year of publication) on the relationships between the antecedents and service innovation performance. The results are discussed in relation to their implications for research and managerial practice

Failure to report as a breach of moral and professional expectation

Cases of poor care have been documented across the world. Contrary to professional requirements, evidence indicates that these sometimes go unaddressed. For patients the outcomes of this inaction are invariably negative. Previous work has either focused on why poor care occurs and what might be done to prevent it, or on the reasons why those who are witness to it find it difficult to raise their concerns. Here we build on this work but specifically foreground the responsibilities of registrants and students who witness poor care. Acknowledging the challenges associated with raising concerns, we make the case that failure to address poor care is a breach of moral expectation, professional requirement and sometimes, legal frameworks. We argue that reporting will be more likely to take place if those who wish to enter the profession have a realistic view of the challenges they may encounter. When nurses are provided with robust and applied education on ethics, when ‘real-world’ cases and exemplars are used in practice and when steps are taken to develop and encourage individual moral courage, we may begin to see positive change. Ultimately however, significant change is only likely to take place where practice cultures invite and welcome feedback, promote critical reflection, and where strong, clear leadership support is shown by those in positions of influence across organisations