Innovationen werden von Menschen gemacht — Kompetenzentwicklung jenseits von Weiterbildung und Wissensmanagement

Kriegesmann, Bernd; Kerka, Friedrich; Kottmann, Marcus

doi:10.1007/978-3-8350-9488-8_5

Cited by 3 publications

(5 citation statements)

References 14 publications

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“…Finally, the connection between Franciscan tradition and the management world will be briefly discussed. The paper tries to initiate a dialogue between 1 The basis is a descriptive model of competence to act, which was developed in the field of innovation management and in the context of employability (Kriegesmann et al 2007). the two areas.…”

Section: Structure Of the Papermentioning

confidence: 99%

“…This includes e.g., the ability to take on the formal responsibility of certain processes. (Kriegesmann et al 2007) In the context of the whole project "spirituality and management" a specification was made in this process on the Franciscan tradition of leadership, which subsequently serves as an anchor for the development of the two research aspects that are discussed in this paper. It should be pointed out that initially it is only a matter of identifying common themes that makes further scientific discussion meaningful.…”

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Franciscan Tradition in Management and Leadership Thinking Today

Warode¹,

Gerundt²

2018

Religions

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What can we learn from the Franciscan Tradition for the management world today? This research question has lead the research at the Philosophical-Theological College of the German Capuchins for many years. In this paper we focus on the 800-year history of the Franciscan family as a learning organization in order to explore the question of transformation as a key concept of Franciscan life resp. Franciscan leadership. To do so we look at the founder of the Order, Francis of Assisi (1181–1226) first. Francis himself stands for a personal, continuous process of transformation in which he chooses the Gospel as a basic orientation for his life. He completely changed his life goals and defines the identity of the entire Franciscan organization. In this context, the core values of the Franciscans, such as evangelical poverty, serving character, and the aspect of brotherhood will be discussed. The Franciscan Community serves as a perfect field of practice for bringing together attitude and action. Finally, practical experiences from the Franciscan tradition, like developing of structural elements (e.g., the annual chapters) are related to the management context. By focusing on the practice and the focus on transformation, the Franciscan example can inspire modern organizations.

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Section: Structure Of the Papermentioning

confidence: 99%

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confidence: 99%

Franciscan Tradition in Management and Leadership Thinking Today

Warode¹,

Gerundt²

2018

Religions

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“…The objectives of WHM need to be linked to other corporate objectives; corporate communication processes must be efficient and the target-orientated implementation of programs in all organizational units must be monitored on a continuous basis through evaluation programs (O’Donnell et al 1997 ). By ensuring employee health, the company ultimately ensures its ability to innovate (Kriegesmann et al 2007 ).…”

Section: Introductionmentioning

confidence: 99%

“… The communicative climate has a positive impact on companies’ innovative climate (Van Knippenberg et al 2004 ). The implementation of WHM measures has a positive impact on companies’ innovative climate (Kriegesmann et al 2007 ). Social capital has a positive impact on companies’ innovative climate (Adler and Kwon 2002 ).…”

Section: Introductionmentioning

confidence: 99%

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Communication, social capital and workplace health management as determinants of the innovative climate in German banks

Köhler

Janßen

Plath

et al. 2010

Int J Public Health

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ObjectiveThe present study aims to measure the determinants of the innovative climate in German banks with a focus on workplace health management (WHM).MethodsWe analyze the determinants of innovative climate with multiple regressions using a dataset based on standardized telephone interviews conducted with health promotion experts from 198 randomly selected German banks.ResultsThe regression analysis provided a good explanation of the variance in the dependent variable (R² = 55%). Communication climate (β = 0.55; p < 0.001), social capital (β = 0.21; p < 0.01), the establishment of a WHM program (β = 0.13; p < 0.05) as well as company size (β = 0.15; p < 0.01) were found to have a significant impact on an organization’s innovative climate.ConclusionsIn order to foster an innovation-friendly climate, organizations should establish shared values. An active step in this direction involves strengthening the organizations’ social capital and communication climate through trustworthy management decisions such as the implementation of a WHM program.

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