مقاله انگلیسی رایگان در مورد تاثیر محیط نوآورانه بر شیوه مدیریت – امرالد ۲۰۱۷

Drucker (1955) analyzed the problems that managers had regarding technological development, long-term decision-making, and the balance between innovation and stability. Those problems are still occurring with greater intensity and impact on organizations that offer professional, scientific and technical services, since these services demand specialized knowledge and open innovation. Thus, decision-making in the human resources recruitment process, training and retention is a key strategic issue for organizations that generate knowledge and new innovations. Even though several studies review the management styles in each stage of organizational development and their relation with open innovation (Del Giudice and Maggioni, 2014; Muzamil, 2016; Khalili, 2016), the information they provide has not been related to the general human dimension of the recruitment process yet, particularly in the case of top management positions. Furthermore, more recently, other studies review the value generation of open innovation (Vrontis et al., 2017; Santoro et al., 2017; Del Giudice et al., 2017; Meissner and Carayannis, 2017) but they do not link open innovation with managerial styles. Given that innovation is always generated and developed by people who combine knowledge and technologies (Carayannis and Meissner, 2017), as companies achieve greater technological development, it is possible to use tools that facilitate the decision-making of managers. Our paper intends to advance in this line, introducing the following two research questions: RQ1. How management style drives innovation climate in each stage of the organization lifecycle? RQ2. What is the role of the human dimension at recruitment processes in the different organization lifecycle? Through the answers to these questions, we expect to facilitate the decision-making in the personnel recruitment process, to those human resources managers in services companies. The methodology used in our research utilizes two different methods. These methods seek to have a statistically tested tool to connect executives’ management styles with the corporate lifecycles stages proposed by Adizes. The first is an exploratory method with a quantitative approach and the second utilizes a qualitative approach through semi-structured interviews. The target population is composed of executives from companies offering professional, scientific and technical services in Mexico. We have made survey/interview per company. The size of the target population was 1,415 and 170 surveys were collected, achieving a 95% confidence with an error estimation of 7 percent. The findings include that 75 percent of the organizations have precise and clear indications on decision-making, with internal rules on what it is allowed or forbidden. These controls sound like they inhibit open innovation, but are aimed only at operational and functional activities, since other finding showed that 76.5 percent of these companies take risks and tend to flexibility which enhances open innovation.