Innovation in Nonbusiness Organizations from a Conceptual Point of View

The definitions of innovation have been transformed a lot over time since Schumpeter introduced his concept. Even recently one of the most prestigious innovation management references, the Oslo Manual have changed its concept. One rarely discussed aspect of the concept of innovation is that most of the definitions are referring to the business sector; only a few of them are referring to any kinds of organizations, including non-profit and governmental organizations. Any kind of organization must innovate sooner or later; therefore they have to learn how to manage innovation effectively and efficiently. That is why the broad type of definitions is recommended, involving not only for-profit organizations but non-profit and governmental organizations as well.

The ethics of crowdsourcing

Because crowdsourced translation initiatives rely on volunteer labour to support both for-profit and not-for-profit activities, they lead to questions about how participants are remunerated, how the perception of translation is affected, and how minority languages are impacted. Using examples of crowdsourced translation initiatives at non-profit and for-profit organizations, this paper explores various ethical questions that apply to translation performed by people who are not necessarily trained as translators or financially remunerated for their work. It argues that the ethics of a crowd-sourced translation initiative depend not just on whether the initiative is part of a not-for profit or a for-profit effort, but also on how the project is organized and described to the public. While some initiatives do enhance the visibility of translation, showcase its value to society, and help minor languages become more visible online, others devalue the work involved in the translation process, which in turn lowers the occupational status of professional translators.

Transformational leadership in AICTE: lessons for organizational excellence

Supplementary materials Abelha et al. (2018). “Transformational Leadership and Job Satisfaction: Assessing the influence of Organizational Contextual factors and Individual Characteristics” Review of Business Management, Volume 20 No 4, pp. 516–532. Avolio, B. J., Zhu, W., Koh, W. and Bhatia, P. (2004). Transformational leadership and organizational commitment: Mediating role of psychological empowerment and moderating role of structural distance. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 25(8), pp. 951–968. John M Alexander and Jane Buckingham, “Common good leadership in Business Management: an ethical model from Indian tradition”, Blackwell Publishing, 2011, UK and USA. Angus Corbett (2016). A systems approach to regulatory excellence (pp. 255–270), Achieving Regulatory Excellence, Brookings Institution Press, retrieved from http://onlinepubs.trb.org/onlinepubs/PBRLit/Corbett.pdf. Cary Coglianese (2015), Listening, Learning, Leading- a framework for regulatory excellence, Penn Program on Regulation, sourced from https://kleinmanenergy.upenn.edu/wp-content/uploads/2020/08/Listening-Learning-Leading_Coglianese-1.pdf Learning outcomes First, skills: to help students to apply their knowledge in transformational leadership; to help students to apply their understanding of impact of transformational leadership on organizational excellence in not-for-profit organizations. Second, knowledge enhancement: to understand the various components of transformational leadership; to enable the students to understand the different components of organizational excellence with a special focus on not-for-profit organizations and government regulators; to enable the students to understand the process of impact of transformational leadership on organizational excellence and its relevance in emerging markets context. Third, attitude development: students should understand the importance of leadership and its impact in emerging markets. Case overview / synopsis The case elucidates the transformational leadership style of AICTE Chairman and his key attributes of humility, high ethical standards, openness to ideas and suggestions and problem-solving attitude. The case also highlights how the transformational leadership style of AICTE Chairman heralded the journey of Organizational Excellence of AICTE – an Indian Technical Education regulator. The case maps the change of AICTE from an inward-looking, controlling, opaque organization to a forward-looking, enabling, transparent organization. Complexity academic level This case can be used in leadership classes for Management in Business Administration (MBA) students and participants in executive development programs. The case focuses on transformational leadership and its impact on organizational excellence in context of emerging markets The case also outlines the various components of organizational excellence in not-for-profit organizations and government regulators and hence provides a fresh perspective for measuring organizational excellence. Subject code CSS: 10: Public Sector Management.

Partnership agreements for regenerative medicines: a database analysis and implications for future innovation

Aim: Partnerships have been leveraged to advance the regenerative medicines (RMs) development. This study analyzed the evolution of partnership landscape for regenerative medicines (RMs). Methods: Partnership agreements publicly announced from January 2014 – June 2020 were described. Results: 1169 partnership agreements with total amount of US$63,496 million were identified. Most agreements concerned RMs that were for oncology (25.3%), in the discovery or preclinical phase (66.9%) and gene-based products (45.3%). The most common partnership type is collaborative agreements without licensing. The partnerships between ‘Biotechnology company and not-for-profit organizations’ represented the largest number (n = 416; 35.6%). ‘Big Pharma’ preferred collaboration and licensing agreements with a higher amount. Conclusion: Collaborations between highly specialized players with complementary expertise promote the successful translation of scientific discovery to RMs.

Perception of Internal Controls Helps Explain Whistleblowing

The nonprofit sector may suffer financially from inconsistency in regulations and polices surrounding internal control implementation. To address this issue, our study explores how perceived internal control strength differs between nonprofit and for-profit organizations. Furthermore, we examine three components of the Committee of Sponsoring Organization framework to determine which components might significantly influence whistleblowing for nonprofit organizations. As expected, all three components appear to significantly influence whistleblowing for those in for-profit organizations. For those in nonprofit organizations, the perception of control activities and monitoring activities significantly mediates the relationship between organization type and whistleblowing intentions. Finally, the data indicate that the use of an anonymous website for whistleblowing at a nonprofit organization may require added attention and resources if employees at nonprofits are to use this outlet to the same extent as it is used at a for-profit organization.

Costs of research and development

Year by year, research and development works constitute an increasingly important ele-ment of the functioning of enterprises. Appropriate recording of expenditure and settlement of their effects requires (above all) determination of the actual stage of works. Consequently, there is a dis-tinction between research and development works. Another aspect that determines the principles of recognizing expenditure in the accounting books is to determine whether the developed product/technology belongs to the area economically developed by the unit or to the unrecognized area. The adequate determination will help to place expenses either in the sphere of activity and basic unit or in the sphere of other operating activity. Financial reporting for intangible assets is perhaps one of the most difficult and most controversial topics of financial reporting. In this article it is compared three concepts of financial reporting for R&D costs: IFRS approach, Czech approach for non-profit organizations and Czech approach for profit organizations.

Social value cocreation: a mode of value cocreation

Purpose This paper aims to present a value cocreation framework that furthers understanding of social value cocreation. Design/methodology/approach This paper is an interdisciplinary conceptual analysis drawing on social enterprise studies, marketing research and philosophical value theory. It applies a visible-hand approach to the study of market relationships and, in line with philosophical research strategies, unfolds its analysis using conceptual distinctions. Findings This study provides a framework that substantiates the distinction between two modes of value cocreation and identifies the structure of the social enterprise business model. It explains how social enterprises can be conceived as role models for for-profit organizations, and it elucidates why social value cocreation is a demanding objective. Research limitations/implications This paper develops an integrative, nondichotomist view of value cocreation that does not conceptualize social and economic value cocreation as opposing goals. Practical implications Social enterprises can use the business model structure and two modes of value cocreation and view themselves as role models for for-profit organizations. Social implications This paper applies a visible-hand approach to both for-profit organizations and social enterprises. Using its framework, for-profit organizations can reflect on the consequences of their actions on society and how social value cocreation can improve social enterprise effectiveness. Originality/value To the best of the author’s knowledge, this paper is the first to bridge service-oriented approaches to marketing and social enterprise studies using philosophical value theory to improve understanding of social value cocreation.