Relationship between Impersonal Trust and Innovative Culture: An Empirical Study

Knot, Katarzyna; Levicka, Dagmara

doi:10.15240/tul/001/2020-3-006

Cited by 6 publications

(6 citation statements)

References 67 publications

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“…Most managers experience cyclical repetition in different phases of managerial activities' life development, responding to market changes, product obsolescence, modernization, and scientific and technological progress. Despite the diversity in leadership forms, methods, and styles, certain phases in its life development are common and are more influenced by external conditions than the internal traits of the leader [13]. Building upon research sources [14,15], we propose delineating the following stages in the life development of innovation management: initiation, activation, growth, engagement with the external environment, peak performance, maintenance, and a period of calm (preparation) before the start of the next cycle.…”

Section: Literature Reviewmentioning

confidence: 99%

Performance Assessment of Sustainable Leadership of Enterprise’s Circular Economy-Driven Innovative Activities

Bashynska,

Malynovska,

Kolinko

et al. 2024

Sustainability

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There is a need to explore and comprehend the performance of sustainable leadership in enterprises’ circular economy-driven innovative activities. Firstly, there is a pressing necessity for businesses to remain agile and responsive to change, utilizing innovation not just as a buzzword but as a strategic tool for adaptation and growth. Secondly, the ethical dimension demands that innovation be pursued responsibly, considering its effects on communities, environments, and future generations. Lastly, the economic imperative underscores that sustainable innovation management can lead to efficiencies, cost savings, and new avenues for revenue generation. An improved comprehensive approach to evaluating the effectiveness of managing enterprises’ innovative activities is proposed. This approach is based on the evaluation of 14 partial indicators, each reflecting a specific vector orientation. This assessment allows for the combination of indicators that essentially reflect the personal characteristics of the manager and the combination of formative and resultant factors of the management’s influence on the state and results of innovative activity (the above-proposed factor approach). Consequently, it provides an opportunity to obtain a multifaceted, comprehensive, and most complete assessment of the sustainable management of innovative activity based on valid vector orientation within the scope of the subject and the object of research. Based on the proposed improved assessment, indicators of the effectiveness of managing innovative activities were calculated for the seven researched innovatively active industrial enterprises. Thus, the following were calculated: (1) the personal component (Pp) of the evaluation of the effectiveness of leadership in innovative activities using the expert assessment toolkit, (2) the managerial component (Plm), and (3) the innovatively sustainable component (Pis) of the evaluation of the effectiveness of sustainable management of innovative activities based on the internal reporting of the enterprise. This balances the partial subjectivity of the expert method with real data from specific enterprises. Consequently, based on the values of the three assessment components, a comprehensive integral indicator of the effectiveness of managing the innovative activity of the enterprise (Pef) was calculated. The proposed methodology’s validation proved its effectiveness and efficiency. The authors forecast the degree of influence of external and internal factors, taking into account the results of a comprehensive, integrated assessment of the effectiveness of sustainable management (Pef) on the economic development and indicators of the enterprise’s circular economy-driven innovative activities. This enables a significant strengthening of the resultant factors of managing innovative activities and predicting specific final results of all innovative activities.

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Section: Literature Reviewmentioning

confidence: 99%

Performance Assessment of Sustainable Leadership of Enterprise’s Circular Economy-Driven Innovative Activities

Bashynska,

Malynovska,

Kolinko

et al. 2024

Sustainability

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“…The main keywords are "Organizational culture" (total link strength: 25) and "Innovation" (total link strength: 24). (Krot, Lewicka, 2020).…”

Section: Bibliometric Analysismentioning

confidence: 99%

Untitled

2023

SPSUTOM

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The purpose of the article is to answer the question of how the challenges and problems of climate change translate into the realm of institutional solutions and strategic management at the local level. Design/methodology/approach: The article uses the method of analysis and criticism of the literature, making an analytical-synthetic account of the state of knowledge to date on the topic presented. In terms of processing the collected data, inductive and deductive, descriptive and monographic reasoning methods were used. Findings: Long-term strategies and investments in climate change adaptation as part of strategic management at the local level are essential to protect residents and urban infrastructure from the negative consequences of extreme weather. Practical implications: The presented study can help local government units make effective decisions related to environmental management at the local level. Social implications: The analysis presented can help in the process of identifying the benefits of strategic management with climate change adaptation issues. Originality/value: The presented study represents a new approach to interpreting the assumptions of environmental management systems in the context of supporting climate change adaptation activities from the perspective of strategic management in organizations and local government units.

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“…Everyone can be involved in quality, but changing people's attitudes requires strong personalities. It is necessary to give people strong and lasting support and motivation from the management of the enterprise (Krot & Lewicka, 2020;Straková et al 2021;Šimberová et al 2021). Introducing a quality culture into the enterprise brings new habits, beliefs and feelings of employees (Mendez, 2018).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Quality culture: a behavioral inspired way of quality in Slovak small and medium enterprises

Malá,

Dobrovič,

Sedliačiková

et al. 2023

JESI

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Corporate quality culture is perceived as a set of shared opinions, attitudes, ideas, interests and expectations in both the formal and informal relationships in quality management. An employee profile within the quality culture comprises three basic components: cognitive, affective and behavioral. The paper analyses the individual components of the employee profile within the Slovak small and medium enterprises and their impact on building a quality culture. The representativeness of the sample, based on the selected criteria (enterprise size and gender of respondents), was confirmed by Chi-square test. The research results were processed by the statistical programme IBM SPSS 19, using the methods of testing statistical hypotheses (Binomial test, Chi-square, Friedman, Wilcoxon, and Spearman tests), as well as the methods of descriptive statistics and data visualization. The paper'spaper's main contribution is the analysis of individual components of the employee profile and finding out their impact on building and maintaining a quality culture in the enterprise. The research results showed a strong dependence between the individual components of the employee profile.

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Relationship between Impersonal Trust and Innovative Culture: An Empirical Study

Cited by 6 publications

References 67 publications

Performance Assessment of Sustainable Leadership of Enterprise’s Circular Economy-Driven Innovative Activities

Performance Assessment of Sustainable Leadership of Enterprise’s Circular Economy-Driven Innovative Activities

Untitled

Quality culture: a behavioral inspired way of quality in Slovak small and medium enterprises

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