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exemplified in the open source software movement ( Baldwin and von Hippel, 2011 ; West et al., 2014 ) and is one that is echoed in this issue. However, there are challenging barriers to the development of open innovation in the SME context with argument for further research into how new models of open and collaborative innovation might be developed, rather than be reliant on models developed in the context of larger organisations ( Rahman and Ramos, 2010 ). Further, there are arguments that high levels of trust among owners/managers of SMEs attempting to engage in open

Open access
Book review: innovation in the public sector: linking capacity and leadership. by Victor Bekkers, Jurian Edelenbros and Bram Steijn (eds) (2011). Basingstoke Palgrave Macmillan

? Many argue that innovation in the public service is a contradiction in terms, suggesting that compared to the private sector, it is almost innovation free. There is some substance to this perspective and the supporting evidence usually rests on three key arguments. The most compelling is that the public sector lacks competition which, according to Schumpeter (1942) , is an important pre-condition for innovation. Schumpeter asserts that innovation is simply an inevitable process of creative destruction as old industries and ways of doing things give way to new

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

argued and the authors go on to discuss the nature of product, process and market innovation as key dimensions of microfirm innovation. Reflecting the significance of the owner/manager in a microfirm setting, the nature of managerial capability is investigated with argument made for the emergence of four categories of microfirm managerial capability, which are leadership, strategic, thinking, people relationships and problem solving. Pursuing an interpretive pilot study involving semi-structured interviews with five microtourism owner/managers supported by a theme

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

. Similar to the resource-based view, these capabilities are heterogeneous because they are embedded in the firm and are unique and path dependent. Finally, the authors specify that the possession of such capabilities will lead to sustained competitive advantage. This original definition therefore aligns with many of the underpinning strategic conditions, which form the basis of organisational innovation. Aspects of the definition of dynamic capabilities have also been extended and broadened over time. Of particular relevance is the argument that dynamic capabilities are

Open access
Proposing an innovation-based view of the firm

the strategic management literature ( Hoskisson et al., 1999 ). I will broadly refer to this lens as the managerial view of the firm, incorporating the RBV, the KBV and dynamic capabilities. There is an extensive body of literature on theories of the firm, and a detailed review is beyond the scope of this study. What follows is a brief overview of these incumbent theories to support the argument that they require to be supplemented by an IBV considering the significant changes in the nature of the firm driven by the opening of its boundaries chiefly through advances

Open access
Management educators in practice: to be critical or not to be critical, that is the question

but I think that’s largely because I am an experienced teacher and I have done it for a long time to lots of different groups. You could just as easy detach my teaching style from the content. I try to spend a lot of time listening to students, trying to get them to talk, be involved and engaged. Again I don’t think that there is anything inherently critical about that. I think the criticality for me comes out of the kind of conclusions I try and encourage the students towards and the kind of arguments that I make . (Noel) Helen also stressed the importance of how

Open access
Claiming too much, delivering too little: testing some of Hofstede’s generalisations

possibility of successful systematic predictions about such human affairs has been robustly asserted ( Friedman, 1953 , for instance). But the view that the social sciences are predicatively weak is also made with equal vigour (see MacIntyre, 1985 , for example). More specifically, the predictive power 6 ‘Predictive power’ is used here in the sense of ability to generate correct predictions, not merely as an ability to produce testable predictions. of national cultural representations has been challenged on a number of grounds including arguments that: there is a

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

services ( Nicholson et al., 2006 ; Pauly et al., 2002 ). These arguments have been echoed in the managerial literature which also notes the additional effects of turnover on morale and the cost of maintaining a ‘bench’ - a group of people available to cover the work of a terminated employee until the new hire is fully ready ( Curtis and Wright, 2001 ; Karsan, 2007 ; Tziner and Birati, 1996 ). More recent discussion has focused on the consequences of grief in the workplace following the loss of a colleague, and the productivity costs associated with this ( Hazen, 2008

Open access
Equity versus equality norms of justice and organisational commitment: the moderating role of gender

al. (2012) found that women were rated higher on job performance than men but promotability ratings were higher for men than for women, suggesting that access to higher-paying jobs and promotions might be subjective decisions and an obstacle that women have to overcome. A second but related argument has to do with how do firms narrow these wage gaps? Though firms may follow distributive justice norms based on equity versus equality norms to address these disparities, do these norms have a differential effect on the levels of both forms of commitment? Previous

Open access
Remaining active in the labour market: Trends and characteristics of the over 50s

evidence that higher labour force participation of older workers would be welfare-enhancing in many countries ( Duval, 2003 ). It is hoped that in the future more people will work until state pension age and beyond, and indeed in many countries state pension ages are rising ( OECD, 2011 ). Aside from the economic argument, there is a substantial literature extolling the benefits of a longer working life. Work is perceived as a central part of a person’s sense of self and identity, with substantial social as well as economic rewards. A longer and healthier life has

Open access