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论文作者:www.51lunwen.org论文属性:课程作业 Coursework登出时间:2016-01-21编辑:zhaotianyun点击率:11074
论文字数:2442论文编号:org201601132331503461语种:英语 English地区:中国价格:免费论文
关键词:organisational culture创新创造力
摘要:摘要:本文主要讲述了组织文化中可持续的核心竞争力最重要的来源之一是创意和创新的人力资源。
对问题和创意的支持——Support for questions and new ideas
Organizational culture must also support questions and new ideas, so that people can be more creative and innovative. Saran et al. (2009) studied the conceptual framework of corporate culture, organizational dynamics and realization of innovations. Findings showed that innovation should be an organization effort, wherein certain behaviors are adopted, including supporting a questioning climate that is ready for and critical of radical or new ideas. Chander et al. (2000) examined the determinants and effects of innovation-centered organizational culture. They also agree that it is important for an organization to be open to questions and new ideas, so that people would be more open to new ideas also. Pixar also demonstrates the promotion of a climate of questioning, while new ideas are being tested and refined for film production (Catmull 2008, 69). For instance, Pixar's creative and innovative culture is supported by its 'peer culture' (Catmull 2008, 69). It has a 'brain trust' that consists of several experts and managers, whom directors and producers can consult when they need assistance (Catmull 2008, 69). There are no obliging note-taking processes and the brain trust also has no authority, and this allows the group to actively question ideas and discuss them more thoroughly (Catmull 2008, 70). This example shows that it is important that people can question and form ideas in a free and respectful manner, so that creative ideas can be further tested for their innovative potentials (Catmull 2008, 69).
Respect for individual responsibility
Respecting individual responsibility is also important for a creative and innovative organizational culture. Lau and Ngo (2004) studied the relationships between HR system, organizational culture, and product innovation. They surveyed 332 Hong Kong firms and findings showed that HR practices must promote and respect individual responsibility, so that creativity and innovation can flourish. Individual responsibility means allowing people to take responsibility for creativity, as well as the innovation process (Lau and Ngo 2004, 689). A critical part of this is training individuals for their roles and responsibilities (Lau and Ngo 2004, 689). Training can improve employees' knowledge and skills that will encourage product development (Lau and Ngo 2004, 689). It also allows for learning and knowledge sharing in organizations (Lau and Ngo 2004, 689). Spell (2001) studied technology-based firms and findings showed that technology affects the cognitive complexity (i.e. a skill needed) of individuals, which stresses the need for developmental activities, and supporting extensive training (cited in Lau and Ngo 2004, 689). Valle, Martin, Romero, and Dolan (2000) also discovered that HR training must be aligned with corporate strategy and work systems, so that innovation can contribute to organizational success (cited in Lau and Ngo 2004, 689). Leede et al. (2002) also stressed from their study that high performance results from investments on education and training, especially on improving skills on communication and team development an本论文由英语论文网提供整理,提供论文代写,英语论文代写,代写论文,代写英语论文,代写留学生论文,代写英文论文,留学生论文代写相关核心关键词搜索。