scholarly journals The Interactive Effect of Uncertainty Avoidance Cultural Values and Leadership Styles on Open Service Innovation: A Look at Malaysian Healthcare Sector

2018 ◽  
Vol 4 (5) ◽  
Keyword(s):  
Leadership Styles ◽  
Cultural Values ◽  
Interactive Effect ◽  
Service Innovation ◽  
Uncertainty Avoidance ◽  
Healthcare Sector ◽  
Open Service

Roles of leadership styles and relationship-based employee governance in open service innovation

2018 ◽  
Vol 39 (3) ◽  
pp. 353-374 ◽  
Author(s):  
Farooq Ahmed ◽  
M. Muzamil Naqshbandi ◽  
Sharan Kaur ◽  
Boon Kwee Ng
Keyword(s):  
Leadership Styles ◽  
Open Innovation ◽  
Longitudinal Research ◽  
Service Innovation ◽  
Healthcare Sector ◽  
Future Research ◽  
Successful Implementation ◽  
Content Type ◽  
Open Service

Purpose The purpose of this paper is to investigate the relationship of leadership styles (paternalistic, authentic and democratic) with relationship-based employee governance and open service innovation. Design/methodology/approach Data were collected using a structured questionnaire from 422 medical professionals working in the Malaysian healthcare sector. Findings Results of several statistical analyses showed that the three leadership styles positively influence relationship-based employee governance and open service innovation. Results also confirmed the mediating role of relationship-based employee governance in the relationships between the three leadership styles and open service innovation. Research limitations/implications This research used a cross-sectional study design; use of a longitudinal research design in future research can provide a better interpretation of the underlying causality. A policy insight can be drawn from this research to generate awareness about effective leadership styles and the role of relationship-based employee governance in the successful implementation of open service innovation in the Malaysian healthcare sector. Originality/value This paper contributes to leadership, open innovation, and organizational governance literature by highlighting how leadership styles affect relationship-based employee governance and open innovation. It also offers policy insights to practitioners in the Malaysian healthcare sector on how to enhance open service innovation outcomes.

scholarly journals Hofstede's Cultural Dimensions and Tourist Behaviors: A Review and Conceptual Framework

2011 ◽  
Vol 16 (31) ◽  
pp. 23-48 ◽  
Author(s):  
Lalita A. Manrai ◽  
◽  
Ajay K. Manrai ◽  
Keyword(s):  
Conceptual Framework ◽  
Cultural Values ◽  
Interactive Effect ◽  
Uncertainty Avoidance ◽  
Cultural Dimensions ◽  
Cultural Dimension ◽  
Hofstede’S Cultural Dimensions ◽  
Travel Behaviors ◽  
Hofstede's Cultural Dimensions

This paper develops a conceptual framework for analyzing tourist behaviors and identifies three categories of behaviors based on the applications of Hofstede’s cultural dimensions and the processes underlying these influences. Our findings indicate that tourist behaviors in the Before-Travel, During-Travel, and After-Travel stages differ significantly in terms of the applicability and process through which Hofstede’s cultural dimensions operate. The results of our analysis suggest three categories of behavioral patterns, namely, “Social Interaction Driven Travel Behaviors,” (SID), “Risk Tendencies Driven Travel Behaviors,” (RTD), and “Collectivity Orientation Driven Travel Behaviors,” (COD). SID relates to the evaluation of travel experiences in the after-travel stage. The dominant cultural values associated with SID are Individualism/Collectivism, Masculinity/Femininity, and Power Distance. These three values act either independently or in pairs or all three together. RTD relates to the consumption of travel products in the during-travel stage, and COD relates to the formation of travel preferences in the before-travel stage. Individualism/Collectivism and Uncertainty Avoidance are associated with both RTD and COD. However, the underlying processes differ for these two categories of travel behaviors. In addition to their independent influences on travel behaviors, these two values associated with RTD and COD also have an interactive effect. For RTD, the Uncertainty Avoidance motive determines the Individualism/Collectivism outcome, whereas, for COD, the opposite is true: the Individualism/Collectivism determines the Uncertainty Avoidance outcome. The paper also discusses the application of a fifth cultural dimension, Confucian Dynamism (short-term versus long-term orientation), for the study of tourists’ behaviors.

A MODERN ACHIEVEMENT ON THE BASIS OF EASTERN MANAGEMENT PHILOSOPHY: 30 AUGUST VICTORY

2021 ◽  
Vol 6 (15) ◽  
pp. 420-434
Author(s):  
Nurettin GÜRCAN
Keyword(s):  
Leadership Styles ◽  
Cultural Values ◽  
Organizational Structures ◽  
Economic Life ◽  
Social Phenomena ◽  
Management Philosophy ◽  
Management Culture ◽  
Organizational Environments ◽  
Art Of War ◽  
Management And Leadership

The concepts of management and leadership are phenomena that have existed since the existence of humanity. Both of these concepts have undergone significant evolutions over the centuries in which humanity has developed. The concept of management, which is one of the important descriptors of the organizational field, has emerged in different ways in different environments. Different styles of management have led to the emergence of different leadership behaviors in organizational environments. One of the most important reasons for the formation of different leadership styles in different organizational environments is cultural values. In societies with different cultural value patterns, the experiences of socio-economic life also differ. Here, the unique aspects of social values shape many basic elements. The management and leadership styles of the society or the organizational structures within the social structure are one of these basic elements. As the management and leadership styles of the countries change, the management and leadership styles of the organizations also differ. One of the most important distinctions in this regard is made with the distinction between east-west culture in the literature. The eastern management culture and leadership styles differ from the western approaches. This difference is also reflected in the understanding of management and leadership in social phenomena. As a matter of fact, the ancient Turkish and Eastern philosophers, who described the times spent with wars and struggles on the subject, touched on important points. Philosophers have made references to the foundations of management philosophy and leadership with their predictions about management in many works from Kutadgu Bilig to the works of Hsun Tzu examining the art of war. Similarly, rooted victories in the Turkish administrative culture, in which the eastern management philosophy was used, were won in the wars and the struggle for independence. One of the most important of these victories is the 30August Victory. It is possible to say that in this victory, which represents an important turning point for the Turks to gain their independence, many successful management behaviors, which the eastern philosophers have made their subject, were also used. In this sense, in this study, it is tried to examine the importance of the 30 August Victory, which is an important representation of the struggle for existence of a country that takes Western values as an example, as well as the eastern-based administrative behaviors.

scholarly journals Incremental and radical open service innovation

2018 ◽  
Vol 32 (2) ◽  
pp. 101-112 ◽  
Author(s):  
Per Myhren ◽  
Lars Witell ◽  
Anders Gustafsson ◽  
Heiko Gebauer
Keyword(s):  
Service Innovation ◽  
Group Development ◽  
Case Analysis ◽  
Team Development ◽  
Service Development ◽  
New Service Development ◽  
Content Type ◽  
Open Service ◽  
Cross Case Analysis

Purpose Open service innovation is an emergent new service development practice, where knowledge on how to organize development work is scarce. The purpose of the present research is to identify and describe relevant archetypes of open service innovation. The study views an archetype as an organizing template that includes the competence of participants, organizing co-creation among participants and ties between participants. In particular, the study’s interest lies in how open service innovation archetypes are used for incremental and radical service innovation. Design/methodology/approach For the research, a nested case study was performed, in which an industrial firm with nine open service innovation groups was identified. Forty-five interviews were conducted with participants. For each case, first a within-case analysis was performed, and how to perform open service innovation in practice was described. Then, a cross-case analysis identifying similarities and differences between the open service innovation groups was performed. On the basis of the cross-case analysis, three archetypes for open service innovation were identified. Findings The nested case study identified three archetypes for open service innovation: internal group development, satellite team development and rocket team development. This study shows that different archetypes are used for incremental and radical service innovation and that a firm can have multiple open service innovation groups using different archetypes. Practical implications This study provides suggestions on how firms can organize for open service innovation. The identified archetypes can guide managers to set up, develop or be part of open service innovation groups. Originality/value This paper uses open service innovation as a mid-range theory to extend existing research on new service development in networks or service ecosystems. In particular, it shows how open service innovation can be organized to develop both incremental and radical service innovations.

scholarly journals Incremental and Radical Service Innovation in Living Labs

Economics ◽  
2015 ◽  
pp. 445-459 ◽  
Author(s):  
Seppo Leminen ◽  
Mika Westerlund
Keyword(s):  
Open Innovation ◽  
Innovation Management ◽  
Service Innovation ◽  
Service Development ◽  
Living Lab ◽  
Living Labs ◽  
Open Service ◽  
Innovation Strategies ◽  
Set Up ◽  
Innovation Novelty

Living labs provide a new, under researched form of open innovation. Although open innovation is increasingly popular in service development, extant literature lacks knowledge of different open service innovation strategies, which companies can employ. This chapter focuses on strategies that firms can take in co-creating service innovations through living labs. The authors found nine open service innovation strategies based on an analysis of 26 living labs in four countries. Understanding of strategies and their links with incremental or radical innovation outcomes aid managers to set up an efficient innovation management. Knowledge of various strategies helps companies to succeed in service development and innovation novelty assessment based on the characteristics of the living lab.

Incremental and Radical Service Innovation in Living Labs

2014 ◽  
pp. 281-295 ◽  
Author(s):  
Seppo Leminen ◽  
Mika Westerlund
Keyword(s):  
Open Innovation ◽  
Innovation Management ◽  
Service Innovation ◽  
Service Development ◽  
Living Lab ◽  
Living Labs ◽  
Open Service ◽  
Innovation Strategies ◽  
Set Up ◽  
Innovation Novelty

Living labs provide a new, under researched form of open innovation. Although open innovation is increasingly popular in service development, extant literature lacks knowledge of different open service innovation strategies, which companies can employ. This chapter focuses on strategies that firms can take in co-creating service innovations through living labs. The authors found nine open service innovation strategies based on an analysis of 26 living labs in four countries. Understanding of strategies and their links with incremental or radical innovation outcomes aid managers to set up an efficient innovation management. Knowledge of various strategies helps companies to succeed in service development and innovation novelty assessment based on the characteristics of the living lab.

Different Approaches to Wealth Creation

2020 ◽  
pp. 121-143
Author(s):  
Kanji Kitamura
Keyword(s):  
Cultural Values ◽  
Quantitative Research ◽  
Uncertainty Avoidance ◽  
Cultural Dimensions ◽  
Business Practices ◽  
Wealth Creation ◽  
Cultural Constructs ◽  
Globalizing World ◽  
The Usa ◽  
Cultural Construct

This chapter deals with the simple yet important question of whether national culture matters in today's rapidly globalizing world. This study explores the automobile sectors in Japan and the USA and examines the relevance to the cultural constructs of individualism/collectivism, time orientation, and uncertainty avoidance. To maximize research confidence with limited resources, it triangulates its qualitative findings and the literature concepts generated from quantitative research. The grounded findings include the connection between business practices and cultural values, the interrelated nature of cultural dimensions, and a clarification of the cultural construct of uncertainty avoidance.

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