Establishing Knowledge Management Model of Quality Management Systems for Higher Education Institutions

Knowledge management is a valuable antecedent in enhancing the competitive advantage and sustainability of an organization. Various quality management standards acknowledge the necessities and importance of knowledge management within quality management since both areas complement each other. Therefore, this state drives the need to conduct more knowledge management research related to quality management. However, research on knowledge management within quality management systems specifically in higher education institutions is still underexplored. This chapter attempts to explore the establishment of a knowledge management model in supporting the implementation of quality management standards. Several knowledge management enabler factors are suggested, namely strategic focus and leadership, culture, organization, structure, technology, processes, top management, measurement, knowledge, and people. An empirical study is suggested in the future to further support the conceptual knowledge management model established in this chapter.

The Way Ahead

This short chapter puts the book’s theme in the context of contemporary thinking, which perceives leadership as a shared experience among members of a community. It then anticipates and discusses some of the critiques that might come up while reading this volume, including the development of leaders in identifying situations for and training the use of balanced leadership. Subsequently, the chapter addresses some recent research results that show the pros and cons of balanced leadership in different situations, such as football teams and social media departments. That charts the path forward for future studies. Finally the chapter suggests dialogue and experience exchanges among the different leadership roles discussed in this volume to build a balanced leadership culture for the benefit of the individuals and the organization.

Entrepreneurship and Innovation in Obtaining Competitive Advantage in Non-Formal English Education Industry in Indonesia: A Model Proposition

This study aims to examine the effect of entrepreneurship on innovation in the non-formal English education industry geared towards achieving competitive advantage. Entrepreneurship is viewed through leadership, culture and entrepreneurship. Entrepreneurial leadership is a leadership approach that involves managerial and entrepreneurial capacity where this type of leadership is effective in running the business. So far, research on non-formal education in English through an entrepreneurial perspective and a strategic entrepreneur approach is very limited. Thus, a model proposal is constructed derived and drawn from the qualitative research that was conducted. This study will provide a review of entrepreneurship and innovation in non-formal education businesses in English.

Followership practices as determinants of national innovativeness: a study across 56 cultures

PurposeThere is a dearth of literature on what are the factors in terms of leaders’ and followers’ characteristics that impact innovation at the country level. The purpose of this paper is to build theoretical argument and provide empirical evidence of these factors using a cross-cultural mode of study across 56 nations.Design/methodology/approachThe Bayesian modelling technique is used on data from the GLOBE survey.FindingsInnovation at the individual, team and organisational levels has generally been associated with the relationship-motivated leadership, as opposed to task-motivated leadership. This study confirms that this premise holds at the societal level of analysis as well. The second finding is that in terms of followers’ cultural characteristics, out of three variables (power distance, collectivism and performance orientation) tested, only power distance orientation is found to have a predictive relationship with aggregate innovation. The moderator slope analysis unveils a nuanced understanding of how the interaction between leadership styles and followers’ cultural traits impact national innovativeness.Research limitations/implicationsCulture and leadership configurations that bolster innovation need to be studied more thoroughly.Practical implicationsThis study has implications for multi-country teams involved in research and development activities.Originality/valueTo our knowledge, this is the first study to unpack leader−follower relationships as predictors of national innovation. A leadership-culture fit perspective is advanced.

PESQUISA QUANTITATIVA E SUA UTILIZAÇÃO NOS ESTUDOS DA CULTURA DE INOVAÇÃO: ANÁLISE DO MÉTODO

Os estudos acerca da cultura de inovação têm aumentado nos últimos anos, e o método quantitativo de pesquisa tem sido o mais utilizado para realizar as investigações (BRUNO-FARIA; FONSECA, 2014). Diante desta assertiva, este estudo tem como objetivo analisar se a pesquisa quantitativa está sendo corretamente empregada nos estudos da Cultura de Inovação. Realizou-se pesquisa qualitativa, descritiva e bibliográfica. Com o propósito de investigar como o método quantitativo tem sido utilizado nas pesquisas a respeito da cultura de inovação, foi realizada, em 2019, pesquisa nas bases de dados disponíveis por meio do portal da Comissão de Aperfeiçoamento de Pessoal do Nível Superior (CAPES), incluindo Emerald, JSTOR, Wiley, SAGE, ScienceDirect, Scielo, não limitando data inicial da busca, e tendo como data final o ano de 2019. As categorias de análise utilizadas foram objetivo do artigo, população e amostra, método de análise utilizado, medidas de validade e confiabilidade do instrumento de dados. Os resultados indicaram que os autores têm utilizado o método quantitativo para desenvolver pesquisas a respeito do tipo de cultura, impacto da cultura na inovação, relação entre liderança, cultura de inovação e melhoria da qualidade, ambiente propício à inovação, relação da cultura de inovação e inovação de produtos. Quanto ao uso dos métodos estatísticos percebeu-se que a escolha dos mesmos variou de acordo com o objetivo de cada estudo. Notou-se ainda que diversas informações como população e testes de confiabilidade e validade não são informados em alguns estudos. Palavras-Chave: Pesquisa quantitativa. Cultura de inovação. Análise. USE OF QUANTITATIVE RESEARCH IN INNOVATION CULTURE STUDIES Abstract: Studies on the culture of innovation have increased in recent years, and the quantitative research method has been the most used to carry out the investigations (BRUNO-FARIA; FONSECA, 2014). Given this assertion, this study aims to analyze the use of quantitative research in the studies of the Innovation Culture. Qualitative, descriptive and bibliographical research was carried out. With the purpose of investigating how the quantitative method has been used in research on the innovation culture, a search was made in the databases available through the portal of the Commission for the Improvement of Higher Education Personnel (CAPES) in 2019, including Emerald, JSTOR, Wiley, SAGE, ScienceDirect, Scielo, not limiting the initial date of the search, and having as final date the year of 2019. The categories of analysis used were the objective of the article, population and sample, method of analysis used, measures of validity and reliability of the data instrument. The results indicated that the authors have used the quantitative method to develop research on type of culture, impact of culture on innovation, relationship between leadership, culture of innovation and quality improvement, environment conducive to innovation, relationship of innovation culture and product innovation. Regarding the use of statistical methods, it was noticed that the choice of the same ones varied according to the purpose of each study. It was also noticed that diverse information as population and tests of reliability and validity are not informed in some studies. Keywords: Quantitative research. Culture of innovation. Analysis.

Pemberdayaan Keluarga Melalui Kewiraswastaan

The field of entrepreneurship and family business consist of separate and distinct but overlapping domains. The intersection of the two domains provides a uniqe perspective from which to examine six strategic management issues : leadership, culture, board of directors, life cycles, strategic management process, ethics and values.

What was that all about? On internal crisis communication and communicative coworkership during a pandemic

PurposeThe aim of this paper is to contribute with increased knowledge of the complex role of internal communication during a crisis like the COVID-19 pandemic. More specifically, the authors want to address the following research questions. How can the overall approach to internal crisis communication during the pandemic be interpreted, and what view of internal crisis communication does this approach reflect? What has been characteristic of the leadership communication during the pandemic? What do coworkers think of their communication role and how well does the internal communication support that role?Design/methodology/approachThis article is based on a case study of an authority with 1,000 employees. The empirical material consists of both documents and interviews. The analyzed documents include steering documents, e-mails to managers from the support function and newsletters from the top manager. The 17 interviews comprise managers, coworkers and communication managers. All interviews were recorded and the authors have conducted verbatim transcriptions.FindingsThe pandemic is an example of a wicked problem that involves a lot of ambiguity. Often organizations try to handle wicked problems by trying to control it through traditional management skills and practices. A pandemic demands a leadership, culture and communicative approach that highlights the importance of coworkers. In the studied organization the authors found knowledge and rhetoric about the value of coworkers and communicative coworkership. However, top management does not encourage, support and award practices that are in line with the espoused culture. The key to success is top managers that walk the talk and act as role models.Practical implicationsCrisis managers and crisis communicators need to focus more on improvisation, flexibility, listening and how to approach and make sense of the uncertain. In general, there is a tendency to rely too much on simple tools and to oversimplify complexity. Complex crises such as the pandemic raise new demands on leadership. Effective crisis leadership in a complex crisis seems to be much more democratic and collaborative than often assumed. If coworkers are expected to act as ambassadors or organizational representatives, they also need to be given better support for that role.Originality/valueThis article highlights the importance of closing the gap between espoused and enacted culture in order to change from a managerialistic internal crisis communication to a process internal crisis communication approach.

Inter-hospital and inter-disciplinary variation in planned birth practices and readiness for change: a survey study

Background How the application of evidence to planned birth practices, induction of labour (IOL) and prelabour caesarean (CS), differs between Australian maternity units remains poorly understood. Perceptions of readiness for practice change and resources to implement change in individual units are also unclear. Aim To identify inter-hospital and inter-professional variations in relation to current planned birth practices and readiness for change, reported by clinicians in 7 maternity units. Method Custom-created survey of maternity staff at 7 Sydney hospitals, with questions about women’s engagement with decision making, indications for planned birth, timing of birth and readiness for change. Responses from midwives and medical staff, and from each hospital, were compared. Findings Of 245 completed surveys (27% response rate), 78% were midwives and 22% medical staff. Substantial inter-hospital variation was noted for stated planned birth indication, timing, women’s involvement in decision-making practices, as well as in staff perceptions of their unit’s readiness for change. Overall, 48% (range 31–64%) and 64% (range 39–89%) agreed on a need to change their unit’s caesarean and induction practices respectively. The three units where greatest need for change was perceived also had least readiness for change in terms of leadership, culture, and resources. Regarding inter-disciplinary variation, medical staff were more likely than midwifery staff to believe women were appropriately informed and less likely to believe unit practice change was required. Conclusion Planned birth practices and change readiness varied between participating hospitals and professional groups. Hospitals with greatest perceived need for change perceived least resources to implement such change.