Saeid Norollahee; Siroos Ghanbari
Abstract
1- INTRODUCTION
To acquire innovations produced by universities and higher education institutions, organizations can use the strategy of boundary-spanning to meet their needs. The results of the previous research also indicate the effect of boundary spanning on organizational innovation. Based ...
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1- INTRODUCTION
To acquire innovations produced by universities and higher education institutions, organizations can use the strategy of boundary-spanning to meet their needs. The results of the previous research also indicate the effect of boundary spanning on organizational innovation. Based on this, it is possible to develop innovation in the industry by using boundary spanning. On the other hand, from 2015 to 2023, several researches have been conducted and published regarding the positive impact of boundary spanning on organizational innovation in different countries. By analyzing and summarizing the findings of previous studies by making sure of the relationship between the two considered variables and by making sure of the accuracy of the current findings, it is possible to provide solutions to improve the boundary spanning between industry and university as well as to improve the effect of boundary spanning on organizational innovation. Therefore, the primary question of the research is to what extent does the boundary spanning affect organizational innovation?
2- THEORETICAL FRAMEWORK
As a description of boundary spanning in the field of organizational innovations, Tashman expanded the communication boundaries that are conceptual and linguistic differences in a laboratory environment, between the laboratory and other parts of the organization, and between different organizations. To increase the level of interaction and participation between industry and university and to take advantage of the innovations created in universities and higher education institutions, there is a need to develop the relationship between industry and university and acquire knowledge resources through the frontier strategy. In bridging and establishing inter-institutional communication and connecting separate groups, these people face boundaries and should cross these boundaries and obstacles and communicate with organizations outside the borders. Accordingly, boundary spanning helps the universities share scientific and technical information, and the industry acquire and understand academic innovations. Generally, boundary spanning is an effective strategy for developing the university-industry relationship to cultivate, share, and apply organizational innovations. Industries and companies are less willing to invest in research and development due to the high cost of complex laboratory equipment, the difficulty of access to international research and development centers, the risks associated with innovation, and the investment limitations. Hence, they are interested in getting the latest innovations in knowledge through higher education institutions. For industry-university collaboration to thrive, companies must learn to operate outside their organizational boundaries and develop their capabilities to interact and collaborate with partners with different characteristics.
3- METHODOLOGY
In terms of its purpose, the current research is an applied study, and by its meta-analysis method, it is considered a quantitative study. In this research, the investigated community was the research studies published in English about the role of boundary spanning in organizational innovation from 2015 to 2023. In the first stage, 189 studies regarding the relationship between boundary-spanning and organizational innovation were selected from various databases. Then, 33 duplicate articles indexed in different databases were identified and removed. The number of 156 articles was identified for title and abstract review. By examining the titles and abstracts of all identified articles, 129 articles were excluded from the article review process due to lack of relevance to the research topic and lack of inclusion criteria. Therefore, 27 articles were selected for full review. By examining the remaining articles more closely and studying their results, 18 were picked for meta-analysis.
4- RESULTS & DISCUSSION
The findings showed that the average effect of boundary-spanning (random mixed effects) on organizational innovation equals 0.347. Considering that this effect size (0.347) is within the confidence range, it should be said that boundary spanning affects innovation. The obtained point estimate (0.347), based on Cohen's criterion, indicates an effect in the upper medium range. In general, boundary-spanning moderately affected organizational innovation.
5- CONCLUSIONS & SUGGESTIONS
In general, innovation is a competitive advantage for organizations and industries, and innovative organizations can compete with other competitors and maintain the survival of their organization. Companies and organizations will be removed from the competition scene if they cannot achieve innovation to meet the new needs of society and the market. One of the ways to achieve innovation is the interaction of industry and university in the form of boundary-spanning activities. In this way, industries can obtain new academic knowledge innovations to develop new products and services to satisfy the market needs. Boundary-spanning operations can facilitate disseminating the innovation produced in universities for industry use. Therefore, it is suggested that to acquire and develop innovations produced in universities and scientific institutions, organizations and industries should turn to boundary-spanning and use boundary-spanning strategies in developing cooperation with universities.
amir rafsanjani; mahmood ghorbani; elham fariborzi
Abstract
1- INTRODUCTION
Organizations are increasingly facing dynamic and changing environments. Due to more complexity for organizations to adapt to environmental changes, the education organization like the other ones should be able to adopt new technologies to give appropriate responses to environmental ...
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1- INTRODUCTION
Organizations are increasingly facing dynamic and changing environments. Due to more complexity for organizations to adapt to environmental changes, the education organization like the other ones should be able to adopt new technologies to give appropriate responses to environmental changes. This social institution plays a critical role in the management of society and the sustainable development of the country. Therefore, its continued growth can be guaranteed by promoting intellectual capital and moving towards innovative behaviors. accordingly, the purpose of this research was to investigate the impact of intellectual capital on organizational innovation.
2- THEORETICAL FRAMEWORK
A brief look at intellectual capital literature shows that there exists no consensus on its definition between scholars. However, there is agreement on its economy-oriented and knowledge-oriented approaches to it and researchers consider the main three components of intellectual capital as human, structural, and customer capital. Intellectual capital is the total hidden assets of the organization that are not shown in the balance sheet. Therefore, it includes both what is in the brains of the organization's members and what remains after people leave the organization. On the other hand, organizational innovation which is an intangible and inimitable resource can be defined as the successful implementation of new ideas encompassing changes in the structure and processes of an organization to apply new management, work, and operational concepts.
3- METHODOLOGY
A quantitative approach in the form of a survey-analytical strategy was used to conduct the research. The study population consisted of all managers and administrative experts of the General Department of Education of Razavi Khorasan province. Using Cochran's formula, the sample size was calculated to be 282 people. To collect data, a questionnaire with five-point Likert-type scales was utilized. Finally, Structural equation modeling was conducted in SmartPLS software to test the research hypotheses.
4- RESULTS & DISCUSSION
In terms of the components of intellectual capital, the findings showed that human, structural, and relational capital respectively has the highest mean. Regarding the components of organizational innovation, the components of technical and managerial innovation had the highest and lowest mean respectively. While all the path coefficients were significant, the component of relational capital had the strongest effect (β=0.532) on organizational innovation. This finding highlights the importance of relational capital. In total, intellectual capital was able to explain about 72 percent of the variance in organizational innovation.
5- CONCLUSIONS & SUGGESTIONS
Since the effect of the three components of intellectual capital on organizational innovation was positive and significant, it can be recommended to investigate the affecting factors of these components separately in the organization of education. To facilitate the implementation of new ideas in this organization, we propose setting up a suggestion system using IT technology in line with promoting open innovation. Moreover, to implement more educational innovations, it is suggested to make strategic agreements and links with scientific centers such as universities, knowledge-based firms, and science and technology parks.
Noor Mohamad Yaghobi; javad shukuhy; hafaseh raiisi; farzaneh sayydi
Abstract
Development of innovation and organizational learning in order to gain a sustainable competitive advantage and improve organizational performance needs appropriate circumstances under which management leadership styles remain an important factor. Therefore, this study aimed to analyze the impact of leadership ...
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Development of innovation and organizational learning in order to gain a sustainable competitive advantage and improve organizational performance needs appropriate circumstances under which management leadership styles remain an important factor. Therefore, this study aimed to analyze the impact of leadership styles on organizational performance through innovation and learning that was conducted with a descriptive- survey method. While previous studies have focused on the impact of transformational leadership style, our research incorporated both transactional and transformational leadership style simultaneously. The Statistical Population consists of the employees of Sistan and Baluchestan University, from which a sample of 242 was selected. In order to collect research data, existing as well as designed questionnaires were used. Collected data were analyzed using Structural Equation Modeling to verify the hypothesis. The results of the study showed that (1) transformational leadership influences organizational performance positively through organizational learning and innovation; (2) organizational learning influences organizational performance positively, both directly and indirectly through organizational innovation; (3) organizational innovation influences organizational performance positively. However, the relationship between transactional leadership style and learning, innovation and organizational performance was not confirmed. Moreover, the result of the study indicated that; use of transformational leadership style leads to move organizations towards innovation and creating a learning organization and ultimately improved performance.
Mehran Rezvani; Mohamad Taghi Toghraee
Abstract
Abstract
Because of today's dynamic business environment and three emerging major trends of intense international competition, discrete markets, and changing technology, innovation is drawing increasing attention as a solution. These trends have aroused business scholars’ interest in running in-depth ...
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Abstract
Because of today's dynamic business environment and three emerging major trends of intense international competition, discrete markets, and changing technology, innovation is drawing increasing attention as a solution. These trends have aroused business scholars’ interest in running in-depth investigations on the concept of social capital as a critical factor in improving organizational performance and creating innovation-based competitive advantages. However, only few research efforts have attempted to investigate organizational social capital and organizational innovation, simultaneously. Therefore, the purpose of present study is to investigate the role of organizational social capital and its dimensions in organizational innovation orientation and also to determine the relative contribution of these dimensions in predicting innovation orientation in the context of knowledge-based enterprises. The research methodology used is descriptive-correlation and the research statistical population encompasses employees of the knowledge-based enterprises in the Science and Technology Park of the University of Tehran. In analyzing the data the correlation analysis methods and stepwise regression analysis was used. The results suggest a positive and meaningful relationship for the organizational social capital and organizational innovation orientation. Thus, the relational dimension of social capital predicts the innovation orientation. However, the cognitive and structural dimensions of social capital cannot be good predictors for innovation orientation in the organization.