Editorial

Editor’s Note

<abstract xmlns="http://www.w3.org/1999/xhtml">The research considers a recently developed model of managerial capability for innovation in the microfirm context. Microfirms are firms employing less than 10 people. The research takes an interpretivist methodological approach based on a pilot study of five in-depth interviews with owner/managers of tourism microfirms. Findings indicate the incremental nature of innovation; the importance of aspects of managerial capability in the guise of leadership, operational capability, strategic thinking and the development of relationships with people. Innovation is shown to emerge through the interaction of aspects of managerial capability and key resource pools. The empirical research results in a refined model of managerial capability for innovation in context. A contribution to microfirm management practice is made through providing a model of managerial capability which can be used to improve the competitiveness of microfirms in the tourism industry. Allied to this contribution it is suggested that policy makers can use the model through further dissemination of their efforts to develop industry best practice. Recommendations for future empirical research based on an expanded microfirm study are suggested.</abstract>

Managerial capability for innovation for microfirms: integrating theory with empirical evidence

<abstract xmlns="http://www.w3.org/1999/xhtml">This paper analyses the impact of stimulating staff creativity and idea generation on the likelihood of innovation. Using data for over 3,000 firms, obtained from the Irish Community Innovation Survey 2008-2010, we examine the impact of six creativity generating stimuli on product, process, organisational and marketing innovation. Our results indicate that the stimuli impact the four forms of innovation in different ways. For instance, brainstorming and multidisciplinary teams are found to stimulate all forms of innovation, rotation of employees is found to stimulate organisational innovation, while financial and non-financial incentives are found to have no effect on any form of innovation. We also find that the co-introduction of two or more stimuli increases the likelihood of innovation more than implementing stimuli in isolation. These results have important implications for management decisions in that they suggest that firms should target their creative efforts towards specific innovation outcomes.</abstract>

The role of stimulating employees’ creativity and idea generation in encouraging innovation behaviour in Irish firms

<abstract xmlns="http://www.w3.org/1999/xhtml">This paper provides a conceptual overview of the microfoundations of dynamic capabilities for innovation. A critical evaluation of dynamic capabilities theory highlights its contested nature and significant limitations in its application. Notably, there is little understanding of the mechanisms determining the origin and evolution of dynamic capabilities, while the role of employees has been neglected. In an effort to address this deficiency, the paper draws on literature from HRM and innovation management to trace the microfoundations of dynamic capabilities for innovation. This highlights the importance of incorporating the perspectives and motivation of employees as a central part of analysis and as a basis for more direct managerial interventions in building capabilities.</abstract>

Microfoundations of dynamic capabilities for innovation: a review and research agenda

<abstract xmlns="http://www.w3.org/1999/xhtml">The extant literature suggests that cancer-related premature mortality costs have increased over time and are projected to increase further. Previous studies have generally employed a societal rather than an employer-based costing framework. A question therefore remains over the magnitude of productivity costs associated with premature death from cancer from an employer perspective. The objective of this study was to measure the productivity costs associated with cancer-related premature mortality in Ireland using the employer-focussed friction-cost approach (FCA). This entailed the application of an involuntary turnover costing framework rarely used in the management literature and represents the first estimate of its kind in Ireland. The all-cancer premature mortality cost was valued at €14.3 million in 2009. We modelled the sensitivity of our costs to changes in underlying labour market conditions and to ‘multiplier effects’ which represent recent advances in the FCA. We advocate that future studies should concentrate on combining elements of direct turnover cost according to accounting costing frameworks with the indirect costs measured by the FCA. Implications for current guidelines for the economic evaluation of health technologies in Ireland are also discussed.</abstract>

Cancer and productivity loss in the Irish economy: an employer’s perspective

Book Review: The Oxford Handbook of Conflict Management in Organizations

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The Irish Journal of Management

Volume 36 (2017): Issue 1 (June 2017)

Editorial

Editor’s Note

Research Article

Managerial capability for innovation for microfirms: integrating theory with empirical evidence

The role of stimulating employees’ creativity and idea generation in encouraging innovation behaviour in Irish firms

Microfoundations of dynamic capabilities for innovation: a review and research agenda

Cancer and productivity loss in the Irish economy: an employer’s perspective

Book Review

Book Review: The Oxford Handbook of Conflict Management in Organizations

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