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Parimoo, Daleep
- Open Innovation a New Paradigm in Innovation Landscape:An Analytical Overview
Abstract Views :172 |
PDF Views:1
Authors
Affiliations
1 School of Business Studies, Sharda University, IN
2 Department of Human Resource, School of Business Studies, Sharda University, IN
3 School of Business Studies, Sharda University, Greater Noida, Uttar Pradesh, IN
1 School of Business Studies, Sharda University, IN
2 Department of Human Resource, School of Business Studies, Sharda University, IN
3 School of Business Studies, Sharda University, Greater Noida, Uttar Pradesh, IN
Source
International Journal of Innovative Research and Development, Vol 5, No 7 (2016), Pagination: 70-76Abstract
How to innovate and how the innovation process can be managed has been a topic of immense curiosity, lately. In 2003, Chesbrough came up with the concept of “open innovation” which has been positively embraced by large number of organizations in the world. This conceptual paper presents an overview of open innovation in the massive landscape of innovation and advocates open-innovation modalities based on fundamental requirements, modes of open innovation and outcome of open innovation for firms. The findings reveal that firms can prepare themselves for open innovation by developing fundamental requirements which are the first step for infusing open innovation in an organization to shift from a closed to an open innovation system which are organizational transformation, cultural change, building absorptive capability, and complimentary assets. The findings also reveal that firms could practice open innovation in their business domain via technology transfers, accessing funding, accessing suppliers supports, user supports and institutional supports which make them to benefit in form of more access to resources, exploring hidden potentials, developing new skills set for employees, lower project cost, new innovative products, and growth and development.
Keywords
Open Innovation, Fundamental Requirements, Perspectives, Outcome, Open Innovation.Full Text
- Transactional Leadership Style and Organizational Performance: The moderating role of emotional intelligence
Abstract Views :738 |
PDF Views:0
Authors
Affiliations
1 Assistant Professor, School of Business, Pokhara University, Nepal, IN
2 Professor, School of Business Studies, Sharda University, IN
1 Assistant Professor, School of Business, Pokhara University, Nepal, IN
2 Professor, School of Business Studies, Sharda University, IN
Source
Parikalpana: KIIT Journal of Management, Vol 18, No 1 (2022), Pagination: 53-70Abstract
The basic purpose of this paper is to examine the relationship and impact of transactional leadership (TL) style on organizational performance adopting the moderating role of emotional intelligence (EI). Attainment of higher level of performance is not only possible through pre-defined goals and objectives rather also through achievement of emotional maturity. Survey response of 220 mid-level managers in the manufacturing sector of Nepal were collected. This study used two step Structural Equation Modelling (SEM) technique for data analysis. Findings of this study showed that TL insignificantly and negatively influence organizational performance (OP). Further, the overall results revealed the weak moderating role of EI in TL-OP relationship. Additionally, recruiters and managers should invest resources in management of impulsive feelings, sentiments and emotions in organization. Employees loaded with good level of Self-Management abilities can contribute towards better financial outcomes.Keywords
Transactional leadership, Emotional Intelligence, Organizational performance, Manufacturing Companies, Structural Equation ModellingFull Text
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