Learning Arts Organisations: Innovation through a Poetics of Relation

Arts organisations have had to reimagine their ways of working, as a result of the COVID-19 pandemic. The pandemic has severely challenged the venue-based sectors and exposed the fragility of the existing business model of the ‘receiving house’. We use a specific example to address the following question: In what sense can artists lead organisational innovation, learning and change? We analyse Riffing the Archive: Building a Relation by MARIE ANTOINETTE (MA), an artist duo from Portugal, and their collaboration with the Barn, a multi-art centre in Banchory, Scotland, during the coronavirus pandemic in 2021. Édouard Glissant, a Martinique-born poet and philosopher, underpins both MA’s practice and our analysis. We draw on the key concepts of his relational philosophy, including archipelago, opacity, and disaffiliation, to clarify how MA work, what they have offered the Barn and what they can offer to other art organisations seeking innovation and organisational learning. MA’s nuanced approach, informed by Glissant, reconfigures the relationship between the artists and the art organisation and challenges existing assumptions through discontinuous and new thinking, while building a non-confrontational relationship with the Barn. It contributes to both organisational studies and arts research by highlighting the significance of MA’s approach to organisational innovation.

DRŽAVNA POMOĆ ZA ISTRAŽIVANjE I RAZVOJ I INOVACIJE ZA KOJU SE PRETPOSTAVLjA DA JE KOMPATIBILNA SA UNUTRAŠNjIM TRŽIŠTEM

Capital for conducting R&D projects is relatively more expensive than for ordinary investment. That is why public support i.e. state aid is necessary. Preferred type of state aid for research & development and innovation is direct funding in the form of grants. This type of state aid generally belongs to state aids that may be considered to be compatible with the internal market. If a new state aid compatible with the internal market European Commission must find out separately for every notified aid. But if state aid for research & development and innovation is awarded under conditions laid down by Commission Regulation (EU) No 651/2014 of 17 June 2014 declaring certain categories of aid compatible with the internal market in application of Articles 107 and 108 of the Treaty, there is a legal presumption that state aid is compatible with the internal market and at the same time it is exempted from the notification requirement. State aid that is considered compatible with the internal market can be given for: research and development projects, research infrastructures, innovation clusters, innovation by SMEs, process and organisational innovation and research and development in the fishery and aquaculture sector.

Application of RBF model in the relationship between organisational innovation and organisational performance of HEM enterprises

With the increasing dynamics of the environment, the organisational innovation of high-end equipment manufacturing (HEM) enterprises has attracted more attention. This paper introduces a radial basis function (RBF) neural network to establish a model of the effect of organisational innovation on organisational performance (OP). Organisational innovation includes five dimensions: strategic innovation, structural innovation, cultural innovation, institutional innovation and process innovation. Through the modelling results, we know that all dimensions of organisational innovation have an effect on performance. According to the degree of impact, they are strategic innovation, structural innovation, process innovation, cultural innovation and institutional innovation.

Challenges of innovation and implementation of care and payment models

This presentation will serve as an introduction towards the particularities of organisational innovation, particularly highlighting the challenge of implementing innovative ideas due to the unique context that healthcare providers are rooted in.

Accelerating Technology Adoption: A Benchmarking Study of Organisational Innovation Adoption Culture in Upstream Oil and Gas

Working towards a net zero future requires change and adaptation from us all. Innovation offers many potential solutions on how to successfully make that change within the oil and gas industry. Consequently, maximising the value that technological innovation presents is vital for delivering a sustainable net zero. Yet, the oil and gas industry has developed a reputation for being conservative and reluctant to adopt new technology, with companies sometimes referred to as "fast followers". In recent years, the industry has begun to change with an incremental increase in innovation activities. Despite these efforts, and a need to accelerate innovation, there appears to be a resistance to adopt new technology. Evidence from O&G industry bodies indicate that psychological factors play a key role in technology adoption; not surprisingly, as workers, managers, investors, and regulators can all have a powerful influence on an organisation's receptivity to new technology. Recent research has provided insight into the psychological factors that influence technology uptake decisions in the oil and gas industry. Through a series of studies, the psychological technology adoption framework (P-TAF) was developed which outlined the 15 key psychological factors that influence technology adoption decisions. These are organised into 6 categories: personality, attitudes, motivations, cognitive factors, social factors, and organisational level factors. The work emphasised the influence that overarching organisational culture can have on how people respond to and introduce technology within their company. Whilst technology readiness levels are commonly applied to start-ups and their innovations, less is known about the readiness culture which facilitates innovation uptake. To bridge this gap, a preliminary measure of organisational innovation adoption culture was developed as based upon the previous psychological research, empirical innovation measures, and organisational culture models. This was piloted as an online survey with 36 people working in the technology space in O&G in June 2020. These results were used to later refine the culture measure to develop a 33-item scale consisting of eight categories. This new measure was deployed as part of an industry benchmarking study of innovation adoption culture within O&G consisting of 82 managers from 12 companies and in December 2020. Participating organisations were given the opportunity to receive a snapshot of their technology adoption culture. An overview of the measure and a summary of survey results will be given during the presentation as well as recommendations on how to support an innovation adoption culture. A considerable volume of new technology needs to be developed and adopted to be able to reach net zero and understanding the psychological and cultural barriers is imperative to delivering that.

Mediating effect of organisational innovation in the prediction of change-oriented leadership on organisational performance

Purpose To address this question, this study aims to drew from resource-based view to examine the mediating role organisational innovation in the relationship between change-oriented leadership and organisational performance. Design/methodology/approach Given that the unit of analysis is an organisation, 219 principal officers, including Presidents/Rectors, Vice Presidents/Vice-Rectors, Registrars and Deans, were invited to complete the survey on behalf of their universities. Findings Results of the partial least squares structural equation modelling confirmed the positive relationship between change-oriented leadership and university performance. The results provide evidence that organisational innovation directly facilitates university performance. As expected, the relationship between change-oriented leadership and university performance was found to be mediated by organisational innovation. Practical implications Overall, this study successfully modelled organisational innovation as an underlying mechanism behind the change-oriented leadership – university performance relationship, thereby by testing resource-based theory in Saudi Arabian context. From a practical perspective, results suggest that to improve their performance is imperative for executive leaders in Saudi universities to focus on several specific work design strategies, obtaining feedback about their change-oriented leadership style from followers. Originality/value Whilst there has been a considerable amount of research emphasising the importance of change-oriented leadership, there has been little research linking this fundamental aspect of leadership to organisational performance. Yet an understanding of the possible mechanisms behind this linkage has not received attention.

Influence of organisational innovation and innovation in general on eco-innovation in European companies

PurposeThis research focuses on establishing relationships between eco-innovation and organisational innovation and innovation in general to characterise organisational eco-innovation in European Union companies. We also aim to investigate the forms of innovations that eco-innovative companies use as well as the factors or determinants of eco-innovation in the corporate environment that impel the use of organisational innovation.Design/methodology/approachWe use the estimation of different binary logistic regression models with maximum likelihood applied to a sample obtained from the Eurostat's Community Innovation Survey 2014 database as a starting point.FindingsThe results suggest that the type of organisational innovation most closely related to eco-innovation is found in work responsibility and decision-making methods. Some less frequently studied significant factors are highlighted, such as training or aspects related to intellectual capital and knowledge management, since significant indications of the importance and acquisition of existing know-how have appeared, in contrast to internal knowledge generation.Originality/valueThe study seeks to observe what specific quantitative drivers (external or internal) are used for organisational eco-innovation, as a specific subtype of eco-innovation. This can improve our understanding of the ways in which organisational innovation can be used by corporations to provide environmental benefits. The academic literature provides information on the drivers and determinants for both organisational innovation and eco-innovation separately, but we believe this article offers a new approach by looking at the specific eco-innovation drivers achieved through organisational innovation.

Leadership styles and organisational innovation in Vietnam: does employee creativity matter?

PurposeThis paper aims to look into the role of transformational leadership and transactional leadership as predictors of employee creativity and organisational innovation. Employee creativity is examined as a potential mediator in the leadership styles–organisational innovation relationships.Design/methodology/approachA cross-sectional, quantitative design was adopted and structural equation modelling (SEM) techniques were used to analyse data collected from 369 employees working in 39 public coffee enterprises in Vietnam.FindingsTransformational leadership and transactional leadership were significant predictors of employee creativity and organisational innovation. Specifically, transformational leadership was instrumental to employee creativity and organisational innovation while transactional leadership was detrimental to these two variables. Additionally, employee creativity partially mediated the relationships between the two leadership styles and organisational innovation.Practical implicationsResults of this study benefit the management of organisations and policy makers by providing an insight of which leadership style will effectively suit public enterprises to promote employee creativity and foster organisational innovation.Originality/valueWhile there is a lack of studies investigating organisational innovation in organisational methods and that the interrelationships between leadership styles, employee creativity and organisational innovation are not fully understood, this study pioneers in examining relationships between leadership styles and organisational innovation that is being mediated by employee creativity. Figuring out that organisational innovation is more likely to be fostered by the positive influence of leadership behaviours and the improvement of employee creativity, in particular, the significant role of employee creativity represents important contributions of the current study.

Organisational Innovation in Bureaucracies: An Impossible Mission?

La innovación organizativa puede ser una de las palancas para implementar mejores prácticas de gestión en el sector público. Sin embargo, esta innovación debe examinarse a la luz de la complejidad, ya que se trata de una característica principal de las políticas públicas, así como de las organizaciones del sector público que se ocupan de esas políticas. Para hacer frente a esa complejidad, esta investigación utiliza el marco conceptual desarrollado por Frédéric Laloux en su indagación sobre las organizaciones ‘Teal’, vinculándolo a los antecedentes teóricos sobre la aplicación de la teoría de la complejidad a los estudios sobre organizaciones y gestión pública.El objetivo principal de la investigación es así pues identificar y analizar, según el marco de las organizaciones ‘Teal’, experiencias de innovación organizativa en las administraciones públicas europeas. Para este análisis se examinan la estructura organizativa, los procesos de recursos humanos y las prácticas cotidianas (rutinas repartidas por la organización que incorporan valores y políticas), junto con las condiciones para la aparición de estas iniciativas, los elementos clave para su sostenibilidad y su efecto en el desempeño de la organización.La investigación utiliza el estudio de caso como estrategia, identificando cuatro casos en los que se están implementando diferentes formas de innovación organizativa: el Servicio Público Federal Belga de Seguridad Social, el Conservatorio Municipal de Música de Barcelona, la unidad A.2 de la Agencia Ejecutiva para la Pequeña y Mediana Empresa (EASME) de la Comisión Europea y el Tribunal de Cuentas Europeo.Aunque la muestra de casos es demasiado pequeña para sacar conclusiones generales, los resultados revelan que la innovación en prácticas organizativas en el sector público no solo es posible, sino que está ocurriendo. Al comparar estos cuatro casos, la investigación encuentra algunos patrones comunes que podrían ser utilizados como referencia por los profesionales del sector público interesados en introducir nuevas formas de trabajo en sus organizaciones.