How large entrepreneurial-oriented companies breed innovation: the roles of interdepartmental collaboration and organizational culture

Purpose This study aims to provide a better understanding into how large-scale companies overcome their rigidity and bureaucracy, and transform entrepreneurial orientation (EO) into organizational responsiveness (e.g. interdepartmental collaboration [IDC]). It also clarifies the double-edged role of organizational culture in shaping IDC, specifically within the Chinese economy that is deeply influenced by Confucianism. Design/methodology/approach Datas were randomly collected from companies that reside in the Yangtze River Delta region. With a sample of 115 large-scale EO Chinese firms, consisting of 402 department managers and 115 executives. The study aggregates the scores to create an overall measurement for EO, collectivism, power distance and IDC in the analysis. Further, confirmatory factor analyses were used to measure the structural model fitness, and multiple regression analysis was used to assess the hypotheses. Findings The results show that in competitive environments, IDC, as a strategic response to EO and a risk aversion of inertia and bureaucracy, fully mediates the positive relationship between EO and organizational creativity. Furthermore, the positive association is more pronounced under high cultural collectivism or low power distance in large-scale firms. Research limitations/implications This paper contributes to the understanding of EO approach at the organizational level. The results posit that when large companies adopt EO, they are proactive rather than passive and would exhibit IDC as an important strategic responsiveness. Moreover, different organizational cultural orientations (i.e. high collectivism and low power distance) help to build IDC before cultivating innovation. Practical implications The results in this study suggest that large companies should focus on developing IDC to overcome knowledge fragmentation, bureaucracy and inertia. Also, large firms should develop Human Resource Management practices, such as creating job rotation and workflow, as well as cultural trust and common beliefs. In contrast, they should be on guard against status differences and workplace hierarchy’s cultural context. Originality/value To the best of the authors’ knowledge, this is the first study that considers the roles of IDC and organizational culture and examines how large-scale entrepreneurial-oriented companies breed innovation.

Hybrid Analysis of the Decision-Making Factors for Software Upgrade Based on the Integration of AHP and DEMATEL

Software is a very important part to implement advanced information systems, such as AI and IoT based on the latest hardware equipment of the fourth Industrial Revolution. In particular, decision making for software upgrade is one of the essential processes that can solve problems for upgrading the information systems. However, most of the decision-making studies for this purpose have been conducted only from the perspective of the IT professional and management position. Moreover, software upgrade can be influenced by various layers of decision makers, so further research is needed. Therefore, it is necessary to conduct research on what factors are required and affect the decision making of software upgrade at various layers of organization. For this purpose, decision factors of software upgrade are identified by literature review in this study. Additionally, the priority, degree of influence and relationship between the factors are analyzed by using the AHP and DEMATEL techniques at the organizational level of users, managers and IT professionals. The results show that the priority, weight value, causal relationship of decision factors of users, managers and IT professionals who constitute the organizational level were very different. The managers first considered the benefits, such as ROI, for organization as a leader. The users tended to consider their work efficiency and changes due to the software upgrade first. Finally, the IT professionals considered ROI, budget and compatibility for the aspect of the managers and users. Therefore, the related information of each organizational level can be presented more clearly for the systematic and symmetrical decision making of software upgrade based on the results of this study.

Rethinking the Communication with the Unions Members in the New Context

Additional to the three main trends influencing social dialogue at the organizational level - de-centralization, up-scaling, de-institutionalization and representation – the COVID-19 pandemic rules brought a new influence that impacts the Unions, forcing it to adapt its internal communication. This paper is centred upon the way the Unions members in Romania get access to information in the new labour landscape, characterized by the work from home and physical distancing. The research focuses on a collective case-study of three strong Union Federations that developed internal communication with unions’ members that fits the pandemic context. The research focuses on the internal communication repertoire elements used by the Unions. The research method assesses the qualitative information gathered by interviewing key Unions representatives. The main areas of interest are the key topics addressed in the communication with the members, the tools and media mix used, the frequency of the formal communication with the trade unions members, the accountable and the responsible persons with the internal communication, and the management of the feedback from the members, all in the context of what is different vs. 2019. The conclusions are enriched with some recommendations for future development of communication with union members, supporting the social dialog.

Coping with digital market re-organization: How the hotel industry strategically responds to digital platform power

How do organizations in a sector where powerful platforms have emerged cope with the new constraints and opportunities that platforms induce? A growing number of studies highlight the power of digital platforms to re-organize markets and thereby create new forms of dependence. But there are also indications that organizations are capable of countering platform power especially by demanding their regulation. This paper expands this view to investigate also strategies at the organizational level. It draws on the algorithmic game studies of strategic responses to environmental changes to study how organizations strategically respond to the rise of digital platforms. To show organizations’ capacities to cope with the new digital market environment, we use a qualitative case study of the Swiss hotel sector and its reactions to so-called online travel agencies, based on interviews with hotel managers and professional representatives. We distinguish between three types of hotels—small family-run, luxury, and chain hotels, and identify three types of strategic responses: bypassing, optimizing, and mitigating. Contrary to a platform power perspective, we find some evidence for organizations’ capacity to keep platforms at bay, by limiting dependence through mitigation, and platforms’ reach through bypassing. Hotels also learn to “play the algorithmic game” and take advantage of platforms’ technological affordances, but such strategies seem to accommodate platform power rather than countering it. Finally, we find that hotels with fewer resources (small family-run hotels) are less equipped to counter platform power, suggesting that platforms risk fostering existing hierarchies and segmentation in markets.

Incidence of Acute Respiratory Infections during Disasters in the Absence and Presence of COVID-19 Pandemic

Introduction: Japan recently experienced two major heavy rain disasters: the West Japan heavy rain disaster in July 2018 and the Kumamoto heavy rain disaster in July 2020. Between the occurrences of these two disasters, Japan began experiencing the wave of the coronavirus disease 2019 (COVID-19) pandemic, providing a unique opportunity to compare the incidence of acute respiratory infection (ARI) between the two disaster responses under distinct conditions. Sources for Information: The data were collected by using the standard disaster medical reporting system used in Japan, so-called the Japan-Surveillance in Post-Extreme Emergencies and Disasters (J-SPEED), which reports number and types of patients treated by Emergency Medical Teams (EMTs). Data for ARI were extracted from daily aggregated data on the J-SPEED form and the frequency of ARI in two disasters was compared. Observation: Acute respiratory infection in the West Japan heavy rain that occurred in the absence of COVID-19 and in the Kumamoto heavy rain that occurred in the presence of COVID-19 were responsible for 5.4% and 1.2% of the total consultation, respectively (P <.001). Analysis of Observation and Conclusion: Between the occurrence of these two disasters, Japan implemented COVID-19 preventive measures on a personal and organizational level, such as wearing masks, disinfecting hands, maintaining social distance, improving room ventilation, and screening people who entered evacuation centers by using hygiene management checklists. By following the basic prevention measures stated above, ARI can be significantly reduced during a disaster.

A study of 25 years of publication outputs in the German academic profession

In the weak evaluation state of Germany, full professors are involved in the traditional social governance partnership between the state, and the self-governing higher education institutions (HEI) and disciplinary associations. Literature suggests that formal and informal governance could trigger changes in academics’ publication behavior by valorizing certain publication outputs. In the article, secondary data from three surveys (1992, 2007 and 2018) is used for a multi-level study of the evolution of academics’ publication behavior. We find a trend toward the “model” of natural science publication behavior across all disciplines. On the organizational level, we observe that a strong HEI research performance orientation is positively correlated with journal articles, peer-reviewed publications, and co-publications with international co-authors. HEI performance-based funding is only positively correlated with the share of peer-reviewed publications. At the level of individual disciplines, humanities and social sciences scholars adapt to the peer-reviewed journal publication paradigm of the natural sciences at the expense of book publications. Considering how the academic profession is organized around reputation and status, it seems plausible that the academic profession and its institutional oligarchy are key contexts for the slow but steady change of academics’ publication behavior. The trend of changing academics’ publication behavior is partly related to HEI valorization of performance and (to a lesser extent) to HEI performance based-funding schemes, which are set by the strong academic profession in the weak evaluation state of Germany.

Social innovation in managing diversity: COVID-19 as a catalyst for change

PurposeCoronavirus disease 2019 (COVID-19) pandemic had an adverse impact on workforce diversity internationally. While in the Global North, many countries have sophisticated laws and organizational mechanisms and discourses to deal with such adverse impacts on workforce diversity, such structures of diversity management are either ceremonial or poorly developed in the Global South. The global pandemic disproportionately impacted Global North and Global South increases the existing gap due to vaccine rollout inequality and divergence in recoveries. The authors explore social innovation as a possible option for responding to the challenges induced by the COVID-19 pandemic.Design/methodology/approachThe study draws on interviews in 26 distinctive organizations operating in various industries in Turkey. The authors have adopted a qualitative design to explore how social innovation helps to respond to diversity concerns during the COVID-19 pandemic.FindingsThe authors demonstrate that social innovation presents a viable option for a country with a poorly regulated context of diversity management. Social innovation could help overcome the challenge of the absence of supportive legislation, discourses and practices of diversity in poorly regulated contexts.Originality/valueThe field study revealed several distinct forms of social innovation for diversity management, which emerged as a response to the COVID-19 pandemic. The authors demonstrate that in the absence of supportive diversity management structures and frameworks, social innovation in diversity management at the organizational level could provide a viable response to the emergent needs in the context of the COVID-19 pandemic.

Leadership as a Life Skill in Strengthening the Culture of Educational Institutions

Leadership is regarded as the prime factor for making improvements in educational institutions effectively and also facilitates the achievement of desired goals and objectives and making improvements in the system of education. It is one of the main factors linked with the achievement and failure of any organization. Leadership style is the way in which people are directed and motivated by a leader to attain organizational goals. Life skills are defined as “a group of psychosocial competencies and interpersonal skills that help people make informed decisions, solve problems, think critically and creatively, communicate effectively, build healthy relationships, empathize with others, and cope with and manage their lives in a healthy and productive manner. This study is based on the impact of leadership as a life skill in educational institutions. With the viewpoint of the school, the leadership of the principal is very important. His role and duties will affect all aspects of school organizational life. At the school organizational level, leadership of the principal is the main determinant which act as a link between the individual lives with the outlooks of any organization in the future. This study aims to how leadership as a life skill impacts the performance of educational institutions. This paper is a conceptual based paper which gives theoretical verification to support the idea. The results of the paper suggest that the leadership style is a strong element in enhancing the performance of any institution as it enhances the culture of the organization and the employees’ values in the organization.

Co-establishing an infrastructure for routine data collection to address disparities in infant mortality: planning and implementation

Background Efforts to address infant mortality disparities in Ohio have historically been adversely affected by the lack of consistent data collection and infrastructure across the community-based organizations performing front-line work with expectant mothers, and there is no established template for implementing such systems in the context of diverse technological capacities and varying data collection magnitude among participating organizations. Methods Taking into account both the needs and limitations of participating community-based organizations, we created a data collection infrastructure that was refined by feedback from sponsors and the organizations to serve as both a solution to their existing needs and a template for future efforts in other settings. Results By standardizing the collected data elements across participating organizations, integration on a scale large enough to detect changes in a rare outcome such as infant mortality was made possible. Datasets generated through the use of the established infrastructure were robust enough to be matched with other records, such as Medicaid and birth records, to allow more extensive analysis. Conclusion While a consistent data collection infrastructure across multiple organizations does require buy-in at the organizational level, especially among participants with little to no existing data collection experience, an approach that relies on an understanding of existing barriers, iterative development, and feedback from sponsors and participants can lead to better coordination and sharing of information when addressing health concerns that individual organizations may struggle to quantify alone.

Veterans Should Be Included Too

The transitioning of veterans from the military world to the civilian world and by extension the civilian workforce is a critical career transition. Despite their motivation and resilience, veterans still encounter a multiplicity of challenges when transitioning to the civilian workforce, which quite often has a rippling impact on their attainment of employment, job retention, and career development within the civilian sector. An added layer to the transitional challenge for veterans is organizational resistance to promote diversity and inclusion policies and practices, specifically regarding veterans. On this premise, this chapter aims to: 1) Discuss the transitional challenges of veterans to the civilian workforce and 2) Provide implementation strategies at an organizational level to promote diversity and inclusion, specifically regarding veterans.