...technology is more difficult to measure * Adoption of particular technologies tend to follow a particular pattern A Common Pattern * Adoption (diffusion) of innovations follow a typical pattern known as the S-shaped curve The Diffusion of innovations * Everett Rogers – Diffusion of innovations * Innovation: an idea, practices, or objects that are perceived as new by an individual or other unit * Channels: the means by which messages about innovations travel from one person to another * Time: * Innovation decision-process for individual * Relative time to adoption compared to other adopters * Overall rate of adoption for innovation * Social System * Interrelated units that are engages in problem solving to accomplish a goal Types of Adopters – Innovators * Innovators * Shortest adoption curve * Possible Characteristics * Venturesome * Access to financial resources * High level of technical knowledge * Tolerant of uncertainty Types of Adopters – Early Adopters * Early Adopters * Most influential adopters * Possible characteristics * Integrated part of the local social system * High level of opinion leadership * Role models for others * Respected by peers * Successful Types of Adopters – Early Majority * The Early Majority * 1/3 of the members of a system * Possible...
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...Research series The role of the board in innovation PREPARED BY Dr Robert Kay and Dr Chris Goldspink GOVERNANCE LEADERSHIP CENTRE companydirectors.com.au/glc Contents Introduction 3 Innovation and directorship: a role at the core of good governance? 4 Reading the context and steering the approach 5 CEOs and innovation 7 Differences between the public and private sectors 12 Conclusion13 References14 2 GOVERNANCE LEADERSHIP CENTRE companydirectors.com.au/glc Introduction What is the role of the board in innovation? There are mixed views on this question within the governance literature. Part of the problem relates to the ill-defined nature of innovation itself, how it relates to the strategy of the organisation and the division of responsibilities between the board and the executive. This paper will draw on research conducted for the AICD during 2014 (Kay and Goldspink 2015), involving interviews with over 100 Chairs of listed, private, public and not for profit boards, as well as two other studies conducted by the authors. These additional studies involved interviews with 25 CEOs drawn from both listed and private organisations, as well as 25 Departmental Secretaries and Directors-General drawn from both the federal and state public sectors. These latter studies canvassed executive views on what innovation means to them and what it takes to innovate effectively within their respective sectors (Kay and Goldspink 2012a, 2012b). In combination, these three...
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...Organizational Change and Employees’ Behaviors Abstract Organizational change can affect employees’ attitudes and behaviors in the workplace. Being able to recognize the types of changes and how employees are affected will better help a company in the process of a change gain a better workplace environment. Organizational Change and Employees’ Behaviors Organizational change is something that occurs most often in today’s business world. Organizational change can affect employees’ attitudes and behaviors in the workplace. Being able to recognize the types of changes and how employees are affected will better help a company in the process of a change gain a better workplace environment. The following research and studies are all based on employees’ and organizational change. Research that Shin, Taylor, & Seo (2012) based their paper on states that involvement in planned organizational change is a long, emotionally intense, stressful, and fatiguing process for most employees. The findings from the research they have done were that intense negative emotions experienced by most employees during organizational change lead them to become change averse and reluctant to enact supportive behaviors directed at achieving goals set by organizations’ leaders. One argument they had was that one way to boost and sustain employees’ commitment to change is to build up their individual resources prior to the start of a change process. Those individual resources then...
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...Assignment #3 List five innovations. Label each innovation as continuous, dynamically continuous, or discontinuous. Defend your selection of type of innovation. Do not used the same examples as used in the text. McDonald's Snack Wrap: This is an example of a continuous innovation. The ingredients and taste might be slightly different from typical wraps( e.g wraps from Taco Bell) but we still eat the wrap in the same manner that we would eat any other wrap. It's a modification of an existing product. Venus Water Shaving Razors: This is another example of a continuous innovation. In the past we would need to use shaving cream/gel before shaving, but with the new shaver, all you have to do is dip the blades in water and it'll work like a shaving cream/gel. It's a modification and improvement of an existing product. Bella and Birch Textured Paints: These can be applied like a wallpaper without the use of glue. It's a dynamically continuous innovation as it can exert a degree of influence on usage and behavior patterns. This doesn’t really change the demeanor/behavior of the applicator. Norplant Contraceptive: This is an example of a discontinuous innovation as this innovation required significant changes in behavior of significant importance to the individual. This kind of contraceptive is made of six small silicone capsules and becomes implanted in the upper arm of the female and stays effective for five years This requires the female to completely step...
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...Assignment #3 List five innovations. Label each innovation as continuous, dynamically continuous, or discontinuous. Defend your selection of type of innovation. Do not used the same examples as used in the text. McDonald's Snack Wrap: This is an example of a continuous innovation. The ingredients and taste might be slightly different from typical wraps( e.g wraps from Taco Bell) but we still eat the wrap in the same manner that we would eat any other wrap. It's a modification of an existing product. Venus Water Shaving Razors: This is another example of a continuous innovation. In the past we would need to use shaving cream/gel before shaving, but with the new shaver, all you have to do is dip the blades in water and it'll work like a shaving cream/gel. It's a modification and improvement of an existing product. Bella and Birch Textured Paints: These can be applied like a wallpaper without the use of glue. It's a dynamically continuous innovation as it can exert a degree of influence on usage and behavior patterns. This doesn’t really change the demeanor/behavior of the applicator. Norplant Contraceptive: This is an example of a discontinuous innovation as this innovation required significant changes in behavior of significant importance to the individual. This kind of contraceptive is made of six small silicone capsules and becomes implanted in the upper arm of the female and stays effective for five years This requires the female to completely step away...
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...organizational patterns are definitely needed due to the increase in the American cultural patterns, (Carter, 2000). “Typically organizational literature dealt with how diversity, rather than cultural patterns, may influence corporate culture. Although organization scholars have paid attention to issues concerning diversity, less attention has been paid to examining the influence of dominant American patterns upon organization,” (Carter, 2000). Upon my completion at Walden University, I hope to become a Child and Family Counselor. As human service professionals, it is important that you are competent and aware of your client’s culture. According to the Department of Health and Human Services, “Child welfare workers can improve their practice with children, youth, and families by increasing their knowledge and appreciation of different cultures,” (US Dept. of Health and Human Services, 2013). An organizations knowledge on an individual’s culture and climate can help to influence social structure. As defined, “organizational culture refers to the shared norms, beliefs, and behavioral expectations that drive behavior and communicate what is valued in organizations,” (Cooke & Szumal, 1993; Verbeke, Volgering, & Hessels, 1998). These shared values and norms are implemented for employees to carry out the specific goals of the organization. As new employees and members join organizations, they are taught the proper way to conduct themselves and behave in all types of situations...
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...025-1065 The firm’s operational capability and innovation: Comparative studies of innovative firms from the south of Brazil. PAULO ANTÔNIO ZAWISLAK Graduate Center on Business Administration Management School Federal University of Rio Grande do Sul Rua Washington Luiz, 855, Porto Alegre, RS, 90.010-000, Brazil paz@ea.ufrgs.br ANTÔNIO DOMINGOS PADULA Graduate Center on Business Administration Management School Federal University of Rio Grande do Sul Rua Washington Luiz, 855, Porto Alegre, RS, 90.010-000, Brazil apadula@ea.ufrgs.br LÁZARO SUMBA QUIMI Graduate Center on Business Administration Management School Federal University of Rio Grande do Sul Rua Washington Luiz, 855, Porto Alegre, RS, 90.010-000, Brazil lsumba@hotmail.com CAROLINE PRATES Graduate Center on Business Administration Management School Federal University of Rio Grande do Sul Rua Washington Luiz, 855, Porto Alegre, RS, 90.010-000, Brazil carol.prates@ibest.com.br POMS 23rd Annual Conference Chicago, Illinois, U.S.A. April 20 to April 23, 2011 The firm’s operational capability and innovation: Comparative studies of innovative firms from the south of Brazil. Abstract: In emergent economies, firm’s innovation is often a survival issue. This research is focused on the operational capability concept and it is intended to explain, in a comprehensive way, how this capability matters and supports innovation. This paper analyzes firms, which working under standard technology...
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...PA: 1 compulsory PB: 3/5 (each A&B) Chp1: Three Issues at the Core of Operations Management * Efficiency * Cost * Quality OM involves managing transformations Key activities that operation (purchasing, resource) Support and general management process Chp3, 5, 7, 11&12, 13, (15&16), 17 Chp3 Page 4 Types of Performance Measure Important categories of organizational performance measures: 1. Financial 2. Customer and Market 3. Quality 4. Time 5. Flexibility 6. Innovation and Learning 7. Productivity and Operational Efficiency 8. Sustainability Exhibit 3.1 The Scope of Business and Operations Performance Measurement Measurement is the act of quantifying the performance criteria (metrics) of organizational units, goods and services, processes, people, and other business activities. Good measures provide a “scorecard” of performance, help identify performance gaps, and make accomplishments visible to the workforce, the stock market, and other stakeholders. Financial Measures • Often take top priority in for-profit organizations. • Traditional financial measures include revenue, return on investment, operating profit, pretax profit margin, asset utilization, growth, revenue from new goods and services, earnings per share, and other liquidity measures. Customer and Market Measures • Customer measures: Customer satisfaction, customer retention, gains and losses of customers and customer accounts, customer complaints...
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...internal as well as external business environment (Hough et al 2011) It is therefore imperative to evaluate key drivers and barriers affecting development in a bid to craft strategic tools that can stimulate strategic thinking, generate strategic foresight, provide a basis for testing existing strategies, explore and understand complexities of the future (Trompenaar et al, 2003). This can aid decision making and contribute to preparation for the future. As such, this essay seeks to explore key issues in strategic management and key theoretical models in the South African (SA) Wine Industry and that of the United Kingdom (UK) in order to stimulate strategic thinking and conversations, pave the way for new ideas and approaches and encourage innovation. This can prepare both the industry and wine producers for possible challenges that they may face in the future. Globally the wine industry consists of more than 1 million winemakers who produce about 2.8 billion cases of wine a year...
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...participants questioned whether predictive policing was, in fact, a new model. Many police department argued that good crime analysts have been practicing predictive policing for more than 40 years. (Pearsall, B. 2010 May) SINCE THE EARLY 1990s, New York City has experienced the deepest and most prolonged crime drop in recorded history. In 1994, Police Commissioner William Bratton introduced a data-driven management model in the New York City Police Department called COMPSTAT. COMPSTAT, short for computer statistics, or comparative statistics, is a strategic management philosophy used by police to approach crime reduction. COMPSTAT was created by the New York City Police Department to better deal with crime at the precinct level, based on what types and frequencies of crimes were actually happening on a regular basis. It is not a computer system or software package, but rather an organizational management tool where crime maps and statistics are used to actively target crime in the areas where it is needed the most. COMPSTAT emphasizes accountability at all levels within the organization and emphasizes the rapid identification of problems with creative solutions. COMPSTAT has been credited with decreasing crime and increasing quality of life in New York City over the last eighteen years...
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...1. Introduction The main objective of this essay is to answer the following question: In the Schumpeterian approach to entrepreneurship, entrepreneurs are the creative economic actors who fashion new ventures by combining the factors of production in new and innovative ways. To what extent does this approach hold true for entrepreneurs in the early 21st century? The basic analysis method consists in finding similarities and differences between Schumpeter’s and modern day theories of entrepreneurship and establishing general patterns coming out of the comparative analysis. We shall try and decompose the main question in several constituent parts. The above given Schumpeter’s definition of entrepreneurship can be broken down as follows: * Entrepreneurs are economic actors, i.e. individuals engaged in commercial activity * Entrepreneurs create new ventures through innovation * Innovation consists in combining existing factors of production in new ways We will analyse both Schumpeter’s and modern day entrepreneurs along these and other dimensions in an attempt to place Schumpeter’s concepts in the realities of the 21st century. 2. Schumpeter’s theory of entrepreneurship Economic development One of Schumpeter’s major life works is his book Theory of Economic Development published first in 1911 in German and then republished in an updated version in 1934 in English (Schumpeter 1934), in which he describes a model of economy where entrepreneurs are the main drivers for change...
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...banqueting; tangible and intangible elements; perishability; marketing and sales; plant; equipment; supplies and commodities Patterns of demand: patterns eg opening hours, seasonality, time of day/week, sociological influences, healthy eating and drinking patterns, food and fashion trends, accommodation trends, cultural, regional and ethnic influences, pricing and economic factors, elasticity of demand Customer profile: characteristics eg spending power, types of hospitality business, menu/accommodation range, pricing considerations, expectations and requirements, the meal experience Management issues: issues eg integrated planning and resourcing, business and operational plans, staffing, finance, decision-making (gathering information and data, analysing and evaluating data, reaching decisions, forecasting), operating procedures and systems, control systems, technical and procedural standards, service standards, quality systems, team working and team leading, scheduling, training LO2 Understand product development within hospitality environments Stages in product development: stages to include market research, market segmentation, idea evaluation, concept development, product development, advertising objectives eg persuade, create desire, create awareness, sell, increase market share, develop brand loyalty, customer awareness Opportunities and constraints: types eg brand image, nutrition and dietary requirements, disabled access and provision – accommodation facilities, restaurant...
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...www.businessmodelgeneration.com, EUR 27,60 THE CORE TEAM a core team did the heavy lifting in authorship, design and production of this collaborative effort involving over 400 strategy practitioners from around the world. Lead authors Alexander Osterwalder, Ph.D, and Professor Yves Pigneur, Ph.D., Creative Director & Designer Alan Smith from The Movement, Producer Patrick Van der Pijl of Business Models Inc. and Editor Tim Clark of Hitotsubashi University Graduate School of International Corporate Strategy. www.businessmodelgeneration.com 2 AGENDA 1. 2. 3. 4. 5. 6. 7. 8. 9. BUSINESS MODEL BUSINESS MODEL EXAMPLES MORE... BUSINESS MODEL REVENUE MODEL BUSINESS MODEL BUSINESS MODEL MISC. FRAMEWORK ENVIRONMENT MEASUREMENTS INNOVATION 3 1. BUSINESS MODEL 4 BUSINESS MODEL 5 BUSINESS MODEL A Business Model Of A Company Is A Simplified Representation Of Its Business Logic. 5 BUSINESS MODEL 5 BUSINESS MODEL BUSINESS MODEL “describes what a company offers its customers, how it reaches them and relates to them, through which resources, activities and partners it achieves this and finally, how it earns money.” Dr. Alexander Osterwalder 6 KP KA VP CR CS 2. C$ by Alexander Osterwalder & Yves Pigneur (taken from the book „Business Model Generation“) BUSINESS MODELCH FRAMEWORK KR R$ 7 2. BUSINESS MODEL FRAMEWORK by Alexander Osterwalder & Yves Pigneur (taken from the book „Business Model Generation“) ...
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..."What is a 'successful corporate culture'? Do successful cultures invariably contain seeds of their own destruction?" Introduction This essay aims to critically analyze and explain the phenomenon of 'successful corporate cultures'. We will first define what corporate cultures are and how they align the values of employees with that of an organization and its goals, vision and mission. We will be then discussing the key elements of successful corporate cultures and what practices businesses can adopt in order to achieve that. This essay will highlight the necessary cultural traits which positively contribute towards achieving organization goals and targets and cultural effectiveness. We will then proceed to examine the different types of cultures and relate them to specific market conditions . Also, how organizational cultures can help corporations gain a competitive advantage by improving financial performance, improving productivity and increasing job satisfaction of its employees. Finally, we will discuss limitations faced by successful corporate cultures and how they can hinder creativity in some cases. The role of changing environmental (social, political and economic) conditions in making good cultures become obsolete will be discussed before reaching a conclusion. Defining corporate culture Culture is a broad and complicated term with a number of possible definitions and meanings. No one term can be used to completely define culture. However, many researchers...
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...Kong architectural practice in this Category. 0.0 Project Brief (I) Introduction The Project is a high-rise 19-storey institutional building for the Hong Kong Community College. It aims at providing a dynamic and interactive space for youth education while incorporating the sustainable design considerations and construction techniques into the building. 4 main design and engineering concepts: - Sustainable multi-storey building for the 21st century campus - Design for identity, adaptability and flexibility - Optimizing public communal space to inherit PolyU’s campus quality - Effective circulation design consideration for high-rise campus | 0.0 INTRODUCTION | 1.0 QUALITY | 2.0 RESOURCES | 3.0 SUSTAINABILITY | 4.0 INNOVATION | 0.0...
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