Bottom-Up Building of an Innovative Organization
Bottom-Up Building of an Innovative Organization
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自下而上的创新组织建设
DOI：
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发表时间：
2014
期刊：
影响因子：
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通讯作者：
A. Krishna
中科院分区：
文献类型：
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作者：
Soo;Jeong;A. Krishna
本文提出了一个理论模型，以了解组织如何通过建立关系来增加员工的自愿内部创业精神以及积极的商业信息寻求和共享、侦察。三种管理策略——管理层对创新努力的接受程度、员工授权和沟通对称性——已经过测试，看看它们对组织-员工关系（OER）质量的影响，以及OER对员工内部创业和发掘的影响。对美国至少拥有 300 名员工的组织的 528 名员工进行了一项调查。结果表明，组织在培养与员工的关系时变得创新并适应组织环境，因为它们可以激励员工自愿参与组织内部和周围的内部创业和侦察。
This article proposes a theoretical model to understand the ways in which organizations can increase employees’ voluntary intrapreneurship and motivated business information seeking and sharing, scouting, via relationship building. Three management strategies—managerial receptiveness to innovative effort, employee empowerment, and communication symmetry—have been tested for their effects on quality of organization–employee relationship (OER), and the effects of OERs on employee’s intrapreneurship and scouting. A survey was conducted with 528 employees of organizations that have a minimum of 300 employees in the United States. Results suggest that organizations become innovative and adaptive to the organizational environment as they cultivate relationships with employees because they can motivate employees to engage in voluntary intrapreneurship and scouting in and around the organization.