تبیین ارتباط میان تمرکز نداشتن، مشارکت کارکنان و ظرفیت جذب در نوآوری و عملکرد سازمانی

نوع مقاله : پژوهشی اصیل

نویسندگان
حسین رحمان سرشت 1
مهیا محمدی 2
محمدحسین زینلیان 2
1 استاد، گروه مدیریت بازرگانی، دانشکده مدیریت و حسابداری، دانشگاه علامه طباطبائی، تهران، ایران.
2 دانشجوی دکتری مدیریت بازرگانی، دانشکده مدیریت و حسابداری، دانشگاه علامه طباطبائی، تهران، ایران.
چکیده
در عصر حاضر، نوآوری و عملکرد آن ضرورتی اجتناب‌ناپذیر در بسیاری از سازمان­ها به‌شمار می­آید. تمرکز نداشتن‌ شرکت­ها را قادر می­سازد به‌سرعت به نیازهای در حال تغییر بازار، مشتری و فناوری پاسخ دهند. مشارکت کارکنان نیز منجربه ایجاد پویایی در سازمان می­شود و ازطرفی ظرفیت جذب به‌عنوان یک شاخص مهم، شرکت­ها را قادر می­سازد دانش را برای حفظ مزیت رقابتی به‌دست آورند؛ جذب و تغییر دهند و از آن بهره برداری کنند. بنابراین هدف پژوهش این است که جنبه­ های سازمانی مانند تمرکز نداشتن، مشارکت کارکنان، ظرفیت جذب و آثار متقابل آنها را بر عملکرد نوآوری و عملکرد کسب­وکار بررسی کند. روش پژوهش حاضر به‌صورت پیمایشی- تحلیلی و با استفاده از پرسشنامه انجام شده است. پایایی پرسشنامه با استفاده از ضریب آلفای کرونباخ که مقدار آن 0/943 به‌دست آمد و روایی بر‌اساس سنجش اعتبار محتوا و فرمول لاوشه (CVR) تأیید شد. با استفاده از نمونه­ گیری تصادفی از جامعه آماری که شامل کارکنان اداره کل واگن­ ها است، تعداد 50 پرسشنامه تکمیل‌شده با استفاده از نرم‌افزار SPSS بررسی شد. یافته­ های پژوهش نشان می­دهد تمرکز نداشتن، مشارکت کارکنان و ظرفیت جذب با عملکرد نوآوری رابطه معنادار مثبت دارد و عملکرد نوآوری نیز بر عملکرد کسب­ وکار مؤثر است.
کلیدواژه‌ها
نوآوری
تمرکز نداشتن
ظرفیت جذب
مشارکت کارکنان
عملکرد کسب و کار

موضوعات

عنوان مقاله English

Explain the relationship between decentralization, employee involvement and absorptive capacity in innovation and performance

نویسندگان English

Hossein Rahmanseresht 1
Mahya Mohammadi 2
Mohammad Hossein Zeinalian 2
1 1. Professor of Business Management, Faculty of Management and Accounting, Allameh Tabataba'i University, Tehran, Iran.
2 2. Ph.D. Student in Business Management, Faculty of Management and Accounting, Allameh Tabataba'i University, Tehran, Iran.
چکیده English

In the current era, innovation and innovation performance are inevitable in many organizations. Decentralization creates flexibility that enables companies to respond quickly to changing market, customer and technology needs. Employee involvement creates dynamism in the organization and absorptive capacity as an important indicator enables companies to acquire, absorb, transform, and exploit knowledge to maintain competitive advantage. Therefore, the purpose of this research is to examine organizational aspects such as decentralization, employee involvement, absorptive capacity and their interactions on the performance of business innovation and business performance. The research method was survey-analytical and using a questionnaire. The reliability of the questionnaire was confirmed using Cronbach's alpha coefficient which was 0.943 and the validity was confirmed based on the content validity measurement and Lavche formula (CVR). The statistical population includes the staff of the General Department of Wagons. Using random sampling, 50 questionnaires were completed and analyzed by SPSS software. The results of the research show that decentralization, employee involvement and absorptive capacity are positively associated with innovation performance and innovation performance also affects business performance.

کلیدواژه‌ها English

innovation
Decentralization
Absorptive capacity
Employee Involvement
Business Performance
Mirfakhreddini at al, (2010). Knowledge management, knowledge innovation and innovation performance in small and medium enterprises. Business Management Outlook Magazine. No. 2 (35), pp. 118-103.
Fosfuri, A., Tribó, J.A., 2008. Exploring the antecedents of potential absorptive capacity and its impact on innovation performance. Omega, 36(2), 173 –187.
Salomo, S., Weise, J., Gemünden, H.G., (2007). NPD planning activities and innovation performance: the mediating role of process management and the moderating effect of product innovativeness. J. Prod. Innov. Manag. 24 (4), 285 –302.
Elahi et al, (2015). Relationship between common innovation infrastructures, absorption capacity and innovative performance at the national level. Journal of Innovation Management. No. 4, pp. 30-1.
Matoufi et al, (2010). The role of learning orientation on innovation and organizational performance. Management Outlook Magazine. No. 4 (37), pp. 71-57.
Rahman Sarsht et al, (2008). Innovation process and strategy in Iranian construction companies. Management Outlook Magazine. No. 29, pp. 297-257.
Rezvani et al, (2011). Provide a model for the typology of types of organizational innovation. Quarterly Journal of Parks and Growth Centers. No. 7 (28), pp. 26-21.
Hung, R. Y. Y., Lien, B. Y. H., Yang, B., Wu, C. M., & Kuo, Y. M. (2011). Impact of TQM and Organizational Learning on Innovation Performance in the High-Tech Industry. International Business Review, 20(2), 213-225.
Comison, C. & Fores, B., 2010. Knowledge absorptive capacity: New insights for its conceptualization and measurement. Journal of Business Management, Volume 63, pp. 707-715.
Teece, D.J., (2007). Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance. Strateg. Manag. J. 28(13), 1319 –1350.
Whelan, E., Parise, S., De Valk, J., Aalbers, R., (2011). Creating employee networks that deliver open innovation. MIT Sloan Manag. Rev. 53(1), 37–44.
Mortara, L., Napp, J., Slacik, I., Minshall, T., 2009. How to Implement Open Innovation: Lessons from Studying Large Multinational Companies. University of Cambridge, Institute for Manufacturing, Great Britain.
Dodgson, M., Gann, D., Salter, A., 2006. The role of technology in the shift towards open innovation: the case of Procter & Gamble. R&D Manag. 36 (1), 333 –346.
Ogbonna, E., Harris, L.C., (2000). Leadership style, organizational culture and performance: empirical evidence from UK companies. Int. J. Hum. Resour. Manag. 11 (4), 766 –788.
Foss, N.J., Lyngsie, J., Zahra, S.A., 2013. The role of external knowledge sources and organizational design in the process of opportunity exploitation. Strateg. Manag. J. 34 (12), 1453 –1471.
Chiaroni, D., Chiesa, V., Frattini, F., 2011. The open innovation journey: how firms dynamically implement the emerging innovation management paradigm. Technovation, 31(1), 34–43.
O'Connor, G.C., (2005). Open, radical innovation: toward an integrated model in large established firms. In: Chesbrough, H.W., Vanhaverbeke, W., West, J. (Eds.), Open Innovation: Researching a New Paradigm. Oxford University Press, Oxford, pp. 62 –81.
Chesbrough, H.W., 2003. Open Innovation: the New Imperative for Creating and Pro fiting From Technology. Harvard Business Press, Boston.
Golightly, J., Ford, C., Sureka, P., Reid, B., 2012. Realising the Value of Open Innovation: Big Innovation Centre.
Whelan, E., Parise, S., De Valk, J., Aalbers, R., (2011). Creating employee networks that deliver open innovation. MIT Sloan Manag. Rev. 53(1), 37–44.
Cohen, W.M., Levinthal, D.A., 1989. Innovation and learning: the two faces of R&D. Econ. J. 99 (397), 569 –596.
García-Morales, V. J., Jiménez-Barrionuevo, M.M., Gutiérrez-Gutiérrez, L., 2012. Transformational leadership in fluence on organizational performance through organizational learning and innovation. J. Bus. Res. 65(7), 1040 –1050.
Safdari Ranjbar et al, (2014). Open innovation; A comprehensive look at key concepts, approaches, trends and success factors. Technology Growth Quarterly. No. 40, pp. 17-10.
پژوهش های مدیریت منابع سازمانی
دوره 11، شماره 4
اسفند 1400
صفحه 5-24