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Foresight at the fuzzy front end of the innovation process has become a widespread managerial practice to increase innovation capacity. Nevertheless, conducting foresight by focusing exclusively on internal know-how and capabiliti...
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Foresight at the fuzzy front end of the innovation process has become a widespread managerial practice to increase innovation capacity. Nevertheless, conducting foresight by focusing exclusively on internal know-how and capabilities might inhibit companies from maximising the full potential of this managerial practice. Therefore, opening up companies' boundaries to look into the long term future jointly with other organisations and to share knowledge on possible future developments, is proposed as a promising approach against these limitations. Before committing to inter-organisational collaborations like collaborative open foresight, it is important to analyse whether the company possesses the necessary prerequisites. Findings from adjacent areas indicate that organisational culture and its influence on a company's openness to engage in open approaches is an important precondition. So far, no clear evidence of a culture fostering openness for open foresight has yet been presented. Based on two in-depth case studies applying the Competing Values Framework for (organisational) culture analysis we identify cultural values that foster or inhibit openness: (1) A corporate culture characterised by a clan culture and adhocracy culture is fostering openness, whereas (2) a market and hierarchy culture inhibits openness for open foresight participation.
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Background: The pattern of organisms found in openfractures is important in the selection of antibiotics forprophylaxis and empirical treatment. So far, there ispaucity of data on local patterns of bacteriacontaminating and infect...
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Background: The pattern of organisms found in openfractures is important in the selection of antibiotics forprophylaxis and empirical treatment. So far, there ispaucity of data on local patterns of bacteriacontaminating and infecting open fractures and theirantibiotic susceptibility profile. Objective: To describethe pattern and antibiotic susceptibility of bacterialisolates obtained within 24 hours of injury from openfractures and to compare these to bacterial isolates fromfractures that subsequently develop infection.Methods:A prospective study of 98 patients with openfractures seen at Kenyatta National Hospital (KNH)within 24 hours of injury between November 2015 andMarch 2016 was conducted. Swabs for culture andsensitivity were taken from the wounds and antibioticsinitiated.Surgical debridement was subsequently carriedout witha 14 day follow up for wound infection.Wounds thatbecame infected were sampled for cultures And sensitivity. Results: Fifty-one (52.2%) pre debridement wound samples had positive cultures. Staphylococcus aureus and (Coagulase Negative) CON Staphylococci were the predominant gram positive isolates. At 14 days’ follow-up, the infection rate was58.9 %. The predominant gram positive isolate was Staphylococcus aureus. Only 5.7% of the predebridement isolates were similar to the post debridement isolates. Conclusions: The contaminating organisms are not similar to the organisms isolated from injuries that later develop infection.
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Past research has examined independently how openness to experience, as a personality trait, and the situational threat triggered by a foreign cultural encounter affect the emergence of creative benefits from a culture-mixing expe...
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Past research has examined independently how openness to experience, as a personality trait, and the situational threat triggered by a foreign cultural encounter affect the emergence of creative benefits from a culture-mixing experience. The present research provides the first evidence for the interactive effect of openness to experience and cultural threat following culturally mixed encounters on creative performance. In Study 1, under heightened perceptions of cultural threat, exposing to the mixing of Chinese and American cultures (vs. a non-mixed situation) made close-minded Chinese participants to perform more poorly in a creative generation task. In Study 2, inducing cultural threat by having a foreign cultural icon spatially intrude a sacred space of the local culture caused Chinese participants with lower levels of openness to perform less creatively when the foreign icon was deemed highly symbolic of the foreign culture. These patterns of effects did not emerge among open-minded participants. These findings suggest that trait openness acts as a buffer against foreign cultural threat to sustain the creative benefits of culture mixing.
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The cultural entrepreneurship literature has established that ventures can use stories to convince external stakeholders to issue a positive social evaluation, which is critical in overcoming the liability of newness. To advance t...
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The cultural entrepreneurship literature has established that ventures can use stories to convince external stakeholders to issue a positive social evaluation, which is critical in overcoming the liability of newness. To advance the underlying imagery of an astute narrator and passive audience, we examined the interactive dialogic process between ventures and external stakeholders in shaping how a venture manifests itself in the social fabric. Using the crowdfunding platform Kickstarter as the broader context of our study, we inquired as to how two gaming ventures and their respective communities engage in a dialogue about what constitutes proper and accepted norms for a venture's conduct during and after a crowdfunding campaign. We identified three main norms were subjects to these interactions, namely, transparency (i.e., venture sharing timely, relevant, and reliable information with the community); fidelity (i.e., venture demonstrating devotion to the project); and communality (i.e., venture ensuring sustainable consumption and [re-]production of the product for the gamer community). Although a community may not necessarily speak with one voice, adhering or violating these norms was found to impact whether a venture (re-)gained, maintained, or lost legitimacy.
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In this inductive study, we explore the dynamics between Alpinista (a pseudonym), a company that designs and manufactures rock climbing and skiing gear, and the broader cultures within which the company is embedded. Our data pushe...
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In this inductive study, we explore the dynamics between Alpinista (a pseudonym), a company that designs and manufactures rock climbing and skiing gear, and the broader cultures within which the company is embedded. Our data pushed us toward the notion of "culture as toolkit," a perspective that focuses on culture as a set of means or resources used to solve problems. By applying this perspective, we realized that Alpinista's cultural toolkit and the cultural register of the sports (the sum of the toolkits and cultural resources available for members in the environment) influence one another. To explain these dynamics, we induce a grounded model of cultural cultivation-practices that contribute to the intermingling of organizational and societal cultures-that describes cultural infusions (when the organization imports cultural materials and translates them) and cultural seeding (when the organization exports cultural materials into the environment). We describe which actors (both inside and outside of the organization) can be involved in these processes. The model that emerges from these data provides insight into the cultural dynamics present as organizational culture and broader societal cultures interact, providing insight on issues of organizational authenticity and the paradox of similarity and uniqueness.
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Offenheit und eine neue Fehlerkultur machen bei der Verwendung von Daten im Rahmen der Digitalisierung weitreichende Kooperationen möglich, die in Deutschland noch selten praktiziert werden. Der Artikel erklärt die Grundlagen un...
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Offenheit und eine neue Fehlerkultur machen bei der Verwendung von Daten im Rahmen der Digitalisierung weitreichende Kooperationen möglich, die in Deutschland noch selten praktiziert werden. Der Artikel erklärt die Grundlagen und Ursprünge, die dazu führen, dass die Offenlegung von Daten einen Wettbewerbsvorteil bringt. Gleichzeitig wird herausgearbeitet, welche Herausforderungen daraus entstehen und welche Voraussetzungen eine Organisation schaffen muss, damit eine solche Öffnung wirklich erfolgreich wird.
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The exploration and retention of knowledge are key elements for improving innovative performance. Although some studies indicate that organizational culture (OC) is a factor that influences knowledge management in companies, the r...
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The exploration and retention of knowledge are key elements for improving innovative performance. Although some studies indicate that organizational culture (OC) is a factor that influences knowledge management in companies, the relationships between different types of OC and the adoption of open innovation (OI) remain unclear, especially in the context of emerging economies such as Brazil. Our study addresses this research gap by investigating the relationships among OC, inbound and outbound OI, innovation ecosystems and innovative performance. With data collected from 169 companies in Brazil, our main results show that adhocracy culture is the type of OC that most influences the adoption of inbound and outbound OI flows, and that hierarchy culture discourages the adoption of OI. Our results also suggest the importance of adopting knowledge management practices that foster creativity and flexibility.
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Objective The National Health Service (NHS) in England has introduced a range of policy measures aimed at fostering greater openness, transparency and candour about quality and safety. We draw on the findings of an evaluation of t...
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Objective The National Health Service (NHS) in England has introduced a range of policy measures aimed at fostering greater openness, transparency and candour about quality and safety. We draw on the findings of an evaluation of the implementation of these policies in NHS organisations, with the aim of identifying key implications for policy and practice. Methods We undertook a mixed-methods policy evaluation, comprising four substudies: a longitudinal analysis of data from surveys of NHS staff and service users; interviews with senior stakeholders in NHS provider organisations and the wider system; a survey of board members of NHS provider organisations and organisational case studies across acute, community and mental health, and ambulance services. Results Our findings indicate a mixed picture of progress towards improving openness in NHS organisations, influenced by organisational history and memories of past efforts, and complicated by organisational heterogeneity. We identify four features that appear to be necessary conditions for sustained progress in improving openness: (1) authentic integration into organisational mission is crucial in making openness a day-to-day concern; (2) functional and effective administrative systems are vital; (3) these systems must be leavened by flexibility and sensitivity in implementation and (4) a spirit of continuous inquiry, learning and improvement is required to avoid the fallacy that advancing openness can be reduced to a time-limited project. We also identify four persistent challenges in consolidating and sustaining improvement: (1) a reliance on goodwill and discretionary effort; (2) caring for staff, patients and relatives who seek openness; (3) the limits of values-driven approaches on their own and (4) the continued marginality of patients, carers and families. Conclusions Variation in policy implementation offers important lessons on how organisations can better deliver openness, transparency and candour. These lessons highlight practical actions for policymakers, managers and senior clinicians.
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Evolutionary psychologists have proposed two processes that could give rise to the pervasiveness of human cooperation observed among individuals who are not genetically related: reciprocity and conformity. We tested whether recipr...
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Evolutionary psychologists have proposed two processes that could give rise to the pervasiveness of human cooperation observed among individuals who are not genetically related: reciprocity and conformity. We tested whether reciprocity outperformed conformity in promoting cooperation, especially when these psychological processes would promote a different cooperative or noncooperative response. To do so, across three studies, we observed participants' cooperation with a partner after learning (a) that their partner had behaved cooperatively (or not) on several previous trials and (b) that their group members had behaved cooperatively (or not) on several previous trials with that same partner. Although we found that people both reciprocate and conform, reciprocity has a stronger influence on cooperation. Moreover, we found that conformity can be partly explained by a concern about one's reputationa finding that supports a reciprocity framework.
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