The Research on Enterprises Organizational Innovation Path Factors Impact on the Organizational Innovation Decision-Making

2013 ◽  
pp. 1649-1656
Author(s):  
Peng Wang ◽  
Chun-sheng Shi
Keyword(s):  
Decision Making ◽  
Organizational Innovation

scholarly journals Decision-Analytic Modeling to Assist Decision Making in Organizational Innovation: The Case of Shared Care in Hearing Aid Provision

2007 ◽  
Vol 43 (5p1) ◽  
pp. 1662-1673 ◽  
Author(s):  
Janneke P. C. Grutters ◽  
Manuela A. Joore ◽  
Frans Van Der Horst ◽  
Robert J. Stokroos ◽  
Lucien J. C. Anteunis
Keyword(s):  
Decision Making ◽  
Organizational Innovation ◽  
Hearing Aid ◽  
Shared Care ◽  
Analytic Modeling

ORGANIZATIONAL INNOVATION: A MULTI-LEVEL DECISION-THEORETIC PERSPECTIVE

2004 ◽  
Vol 08 (03) ◽  
pp. 275-295 ◽  
Author(s):  
ERIC H. KESSLER
Keyword(s):  
Decision Making ◽  
Decision Process ◽  
Organizational Innovation ◽  
Innovation Process ◽  
Decision Processes ◽  
Successful Management ◽  
Decision Factors ◽  
Management Of Innovation ◽  
Multi Level

This paper presents a multi-level decision making perspective of the innovation process. First, by considering the innovation process as a type of decision. Second, by viewing innovation as composed of multiple decision processes. Third, by analyzing innovation in terms of decision domains that "enable" innovation and that "execute" innovation. Fourth, by discussing how decision factors act as determinants of innovation. Implications are discussed and propositions are offered which consider several critical tasks in the successful management of innovation decision process(es).

Effect of organizational factors on employees’ generation of innovative ideas

2015 ◽  
Vol 10 (2) ◽  
pp. 134-146 ◽  
Author(s):  
Hadia Hamdy Abdel Aziz ◽  
Ashraf Rizkallah
Keyword(s):  
Decision Making ◽  
Organizational Innovation ◽  
Idea Generation ◽  
Organizational Factors ◽  
Management Support ◽  
Content Type ◽  
Organization Management ◽  
Managerial Support ◽  
Decentralized Decision Making ◽  
New Ideas

Purpose – The purpose of this paper is to measure the relationship between the organizational factors that affect innovation performance and the idea generation of employees. Factors examined include: appropriate use of rewards inside the organization, management support for developing new ideas, the tolerance in accepting failures and taking risks, allocation of resources and specially the free time, and finally the organizational structure and the related centralization of decision making. Design/methodology/approach – The purpose of the study is achieved through an empirical quantitative study on the software development industry of Egypt. Findings – Results indicate that, while all factors proved to be significantly correlated with employees’ innovative ideas generation; the availability of innovation based rewards, action based managerial support and decentralized decision making proved to be the most important factors contributing to the increase of innovation ideas generated and shared by employees. Results also indicate that managers and leaders generate more ideas than junior employees. Originality/value – Understanding the organizational factors that contribute to the employee’s generation of innovative ideas enables organizations to adapt their practices towards maximizing the contribution of their employees to more successful organizational innovation.

Perceptions and Framing of Risk, Uncertainty, Loss, and Failure in Entrepreneurship

2014 ◽  
Vol 3 (2) ◽  
pp. 1-17
Author(s):  
Kimberly M. Green
Keyword(s):  
Decision Making ◽  
Prospect Theory ◽  
Risk Taking ◽  
Organizational Innovation ◽  
Mental Accounting ◽  
Reference Points ◽  
Future Research ◽  
Perceptions Of Risk ◽  
Learning From Failure ◽  
Innovation And Change

Research indicates that perceptions of risk and loss affect decision-making. Entrepreneurship presents a context in which risk, failure, and loss frequently frame decisions. This paper presents a review of the entrepreneurship literature that is grounded in Kahneman and Tversky's 1979 article on prospect theory. The theory's contribution to the understanding of how the framing of losses affects decisions offers a useful foundation for considering streams of research in entrepreneurship and small business, given that the prospects for loss and failure are high in these endeavors. This review identifies 79 articles and organizes them into four broad themes: risk-taking perspectives of the entrepreneur and stakeholders, aspirations and reference points, organizational innovation and change, and learning from failure. The review concludes by considering the future research potential in the topics of regret, mental accounting, and an understanding of competitors.

scholarly journals Perceptions and Framing of Risk, Uncertainty, Loss, and Failure in Entrepreneurship

Economics ◽  
2015 ◽  
pp. 126-144
Author(s):  
Kimberly M. Green
Keyword(s):  
Decision Making ◽  
Small Business ◽  
Prospect Theory ◽  
Organizational Innovation ◽  
Mental Accounting ◽  
Reference Points ◽  
Future Research ◽  
Perceptions Of Risk ◽  
Learning From Failure ◽  
Innovation And Change

Research indicates that perceptions of risk and loss affect decision-making. Entrepreneurship presents a context in which risk, failure, and loss frequently frame decisions. This paper presents a review of the entrepreneurship literature that is grounded in Kahneman and Tversky's 1979 article on prospect theory. The theory's contribution to the understanding of how the framing of losses affects decisions offers a useful foundation for considering streams of research in entrepreneurship and small business, given that the prospects for loss and failure are high in these endeavors. This review identifies 79 articles and organizes them into four broad themes: risk-taking perspectives of the entrepreneur and stakeholders, aspirations and reference points, organizational innovation and change, and learning from failure. The review concludes by considering the future research potential in the topics of regret, mental accounting, and an understanding of competitors.

A theory of multi-dimensional organizational innovation cultures and innovation performance in transitional economies

2016 ◽  
Vol 10 (3) ◽  
pp. 458-479 ◽  
Author(s):  
Xuemei Xie ◽  
Yonghui Wu ◽  
Saixing Zeng
Keyword(s):  
Decision Making ◽  
Organizational Change ◽  
Knowledge Sharing ◽  
Organizational Innovation ◽  
Transitional Economies ◽  
Team Cohesion ◽  
Innovation Performance ◽  
Content Type ◽  
Team Decision Making ◽  
Team Decision

Purpose This study aims to construct a theory of multi-dimensional organizational innovation cultures and innovation performance in transitional economies and explore the moderating effect of team cohesion on this theoretical relationship. Design/methodology/approach Using data collected from 175 manufacturing firms in transitional economies, this study constructs a new theory framework of multi-dimensional organizational innovation cultures (knowledge sharing, organizational innovation atmosphere, team decision-making and organizational change) and firms’ innovation performance and also explores the moderating effect of team cohesion on this theoretical relationship. Findings The findings show that there are positive relationships between knowledge sharing, organizational innovation atmosphere, team decision-making, organizational change and innovation performance of firms. Furthermore, team cohesion plays a positive moderating role in this relationship. Practical implications It extends the general understanding of multi-dimensional organizational cultures management in the context of transition economies by exploring the differences between the Chinese and Vietnamese firms in terms of the impact of organizational innovation culture on innovation performance. Originality/value This study constructs a new theory framework of multi-dimensional organizational innovation cultures along the four dimensions of knowledge sharing, organizational innovation atmosphere, team decision-making and organizational change. These factors together have rarely been examined before. Hence, the findings extend existing research on organizational cultures management. Moreover, a new idea for this study is that the authors consider team cohesion as a moderating variable between organizational innovation culture and innovation performance of firms, hence providing both theoretical discussion and empirical validation of the impact of team cohesion on this relationship. It thus extends existing research on the team theory.

Discarding optimality: Throwing out the baby with the bathwater?

2018 ◽  
Vol 41 ◽  
Author(s):  
Patrick Simen ◽  
Fuat Balcı
Keyword(s):  
Decision Making ◽  
Perceptual Decision Making ◽  
Reward Rate ◽  
Perceptual Decision ◽  
Standard Observer ◽  
Rate Maximization ◽  
Reward Rate Maximization ◽  
Descriptive Standard ◽  
Observer Model

AbstractRahnev & Denison (R&D) argue against normative theories and in favor of a more descriptive “standard observer model” of perceptual decision making. We agree with the authors in many respects, but we argue that optimality (specifically, reward-rate maximization) has proved demonstrably useful as a hypothesis, contrary to the authors’ claims.

LPCD framework: Analytical tool or psychological model?

2018 ◽  
Vol 41 ◽  
Author(s):  
David Danks
Keyword(s):  
Decision Making ◽  
Analytical Tool ◽  
Mathematical Framework ◽  
Bayesian Decision ◽  
Perceptual Decision Making ◽  
Psychological Model ◽  
Psychological Reality ◽  
Psychological Theories ◽  
Target Article ◽  
Bayesian Decision Making

AbstractThe target article uses a mathematical framework derived from Bayesian decision making to demonstrate suboptimal decision making but then attributes psychological reality to the framework components. Rahnev & Denison's (R&D) positive proposal thus risks ignoring plausible psychological theories that could implement complex perceptual decision making. We must be careful not to slide from success with an analytical tool to the reality of the tool components.

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