Open Access. Powered by Scholars. Published by Universities.®
- Discipline
Articles 1 - 3 of 3
Full-Text Articles in Business
Managing Information For Innovation Using Knowledge Integration Capability: The Role Of Boundary Spanning Objects, Chandan Acharya, Divesh Ojha, Rahul Gokhale, Pankaj Patel
Managing Information For Innovation Using Knowledge Integration Capability: The Role Of Boundary Spanning Objects, Chandan Acharya, Divesh Ojha, Rahul Gokhale, Pankaj Patel
Publications and Research
Knowledge Integration (KI) or the capability to collate and process distinctive stocks of organizational information is central to innovation. Although an essential capability, KI is also challenging to accomplish in practice due to relational obstacles. The relational obstacles arise because of knowledge boundaries: (a) syntactic boundary where the challenge is to transfer the knowledge; (b) semantic boundary where the challenge is to translate the knowledge; and (c) pragmatic boundary, where the challenge is to transform the knowledge to realize relational rents. In this paper, we propose that these relational obstacles could be resolved through a common lexicon, common meaning, and …
Making Change Happen In The Middle (Approaches To Innovation For Library Middle Managers), Robert Farrell
Making Change Happen In The Middle (Approaches To Innovation For Library Middle Managers), Robert Farrell
Publications and Research
This paper seeks to provide library managers with a theoretical framework for thinking about how change is effected by those in middle management positions. Starting from the principles that change takes place within socio-culturally bounded contexts and is most successful when approached indirectly, two scenarios characteristic of many situations requiring change middle managers commonly face are then put forward. Following each scenario, a possible solution or path towards change is advanced in order to provide the reader with models for putting into practice the theoretical ideas presented. A methodology that combines theoretical frameworks and practical scenarios is adopted in order …
Learning And Innovation In The Context Of Process-Focused Management Practices: The Case Of An Environmental Management System, Deepa Aravind
Learning And Innovation In The Context Of Process-Focused Management Practices: The Case Of An Environmental Management System, Deepa Aravind
Publications and Research
Adoption of process-focused management practices has been associated with inertia and rigidity in adopting firms. By drawing on the literature on routines and using survey data from 192 ISO 14001 certified facilities in the United States, I find that change catalysis or a deep form of learning which presents the opportunity for innovation can happen in this context. I also examine the internal and external determinants of change catalysis. By doing so I contribute to a better understanding of how process-focused management practices can be a source of innovation within firms.