Organization Structure, Individual Attitudes and Innovation

Pierce, Jon L.; Delbecq, André L.

doi:10.5465/amr.1977.4409154

Cited by 512 publications

(296 citation statements)

References 27 publications

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“…The leaner the structures, the less they depend on formal communication channels, consequently favoring the flow of information that feeds the ability to identify opportunities and develop innovative ideas (Farrell, 1993). Moreover, organizations with less-centralized structures tend to generate more ideas then centralized organizations because managers have more autonomy and control on resources, making it possible for more creative ideas to be used (Mintzberg, 2008;Pierce & Delbecq, 1977). Participating in decisions on the innovation of decentralized structures leads to more commitment to the innovation (Hage & Aiken, 1970;Wright, Kroll, & Parnell, 2000).…”

Section: Institutionalized Practicesmentioning

confidence: 99%

Inhibition and Encouragement of Entrepreneurial Behavior: Antecedents Analysis from Managers' Perspectives

Hashimoto¹,

Nassif²

2014

BAR, Braz. Adm. Rev.

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One of the paths chosen by businesses to increase their competitiveness through innovation is by encouraging employees to adopt a more entrepreneurial attitude. Although studies on Entrepreneurial Orientation have brought important contributions, anecdotal evidences of entrepreneurial employees not affected by corporate initiatives drive attention to managers' roles in developing entrepreneurial behavior. We found good possible explanations in the theory Induced vs. Autonomous Entrepreneurial Behavior. Thus, the objective of this study is to empirically analyze the factors that inhibit or encourage entrepreneurial behavior. These factors arose from empirical research and were consolidated based on a literature review. This is a qualitative study whose data were collected in interviews carried out with 15 executives from different businesses in Brazil. The results showed that, while some Entrepreneurially Oriented practices can induce employees to adopt entrepreneurial behavior, autonomous behavior intrapreneurs are mostly stimulated by manager attitude. Managers use different approaches depending on the type of intrapreneur whose entrepreneurial behavior is intended to be stimulated, leading to the conclusion that managers, in some cases, play an important role in promoting Corporate Entrepreneurship.

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Section: Institutionalized Practicesmentioning

confidence: 99%

Inhibition and Encouragement of Entrepreneurial Behavior: Antecedents Analysis from Managers' Perspectives

Hashimoto¹,

Nassif²

2014

BAR, Braz. Adm. Rev.

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“…At such workplaces, employees will not feel afraid of being exposed to negative criticisms and will tend to be motivated. This is likely to encourage risk-taking and generation of unusual ideas (Pierce and Delbecq 1977;Scott and Bruce 1994). In sum, organizational support implies that employees are highly valued by the organization (Eisenberger et al 1990).…”

Section: Introductionmentioning

confidence: 99%

Designing Innovative Organizations in Malaysia: Do Structure and Culture Matter?

Jantan

Nasurdin

Fadzil

2003

Global Business Review

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The purpose of this article is to determine the influence of organizational structure (formalization and centralization and culture (participative decision-making, support and collaboration, learning and development) on innovation (technological and process, administrative, product and overall) among firms operating in Malaysia. Regression analyses of 123 responses revealed that only cultural variables have positive effects on two forms of innovation (technological and process, and administrative). Specifically, both participation in decision-making, and support and collaboration had significant positive effects on technological and process innovation. On the other hand, both support and collaboration, and learning and development were found to have significant positive effects on administrative innovation. Structural variables (both formalization and centralization) had no effect on all forms of innovation investigated. Implications for managerial practice and suggestions for future research are discussed.

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“…The management of the innovation project could not take into account the presentation of knowledge, because it was difficult to conclude which knowledge and of what type had been created and utilized to carry out a certain task in the innovation process (Pierce and Delbecq 1977;Slappendel 1996). Therefore, management decided to bring together the dispersed personnel for 3 days during a 12-week period.…”

Section: Omissions In the Bt Industries Casementioning

confidence: 99%

Project Management and Risk Management in Complex Projects

Charrel¹,

Galarreta²

2007

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Organization Structure, Individual Attitudes and Innovation

Cited by 512 publications

References 27 publications

Inhibition and Encouragement of Entrepreneurial Behavior: Antecedents Analysis from Managers' Perspectives

Inhibition and Encouragement of Entrepreneurial Behavior: Antecedents Analysis from Managers' Perspectives

Designing Innovative Organizations in Malaysia: Do Structure and Culture Matter?

Project Management and Risk Management in Complex Projects

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