Background: The average hours per week of full-time employees have decreased since 1870, however, stayed at 40 hours per week for a long time. Now, in the early 21st century, there is a new interest of lowering the weekly hours even more. The reasoning behind the new interest is because it has been proven to increase a variety of benefits, both on an organizational and individual level.   Research Problem: Even though there is an increased interest for Reduced Working Hours per week globally, the existing research mainly focuses on the employees' side where Work-Life Balance and other benefits is highlighted. We find little research and documentation of the potential differences it entails for managers; therefore, it seems to be of lower interest to document the managers side of the phenomenon. Here we find a lack of research and a gap that needs further attention.   Research Purpose: The purpose of this study is to fill the research gap by identifying the managerial practices and strategies when reducing the weekly working hours within an organization. Thus, with the intention to create a framework for future managers to be able to make use of when implementing this strategy.   Research Question: How do different managerial practices and strategies facilitate the implementation of Managerial Innovation of Reduced Working Hours effectively for better Work-Life Balance?   Research Method: This study is done with a qualitative and inductive approach. Since our research is of this form, a relativistic ontological approach was used together with the epistemological assumptions of constructionism. We conducted a multiple case study to investigate the managerial practices that changed or had the most impact on the implementation of Reduced Working Hours. This is done in combination with grounded theory, where the aim is to develop theory that is grounded in our data.   Conclusion: Our findings show that certain practices had increased impact on the facilitation of Reduced Working Hours but the managerial focus shifts depending on the stage of implementation. We created a framework with the managerial practices that are most important during each stage of the implementation. First, planning is essential in the Pre-implementation stage with gathering knowledge and inspiration and having meetings to prepare before implementing Reduced Working Hours. The second stage, During-implementation presented manage as the essential focus. With guiding, communicating, and involving as the key practices. Lastly, in the Post-implementation stage, managers need to iterate. This is done by collecting feedback, revising the information to improve processes and practices.

Les entreprises culturelles ont de tous temps développé des pratiques de gestion à l’écart du management standard (Chiapello, Benghozi). Notre recherche porte sur l'innovation managériale en matière d'outils de gestion de ces entreprises singulières. Dans un contexte de rupture (LOLF 2006), une situation extrême de gestion (Lièvre), certaines organisations culturelles ont su faire face en innovant : quels outils de gestion ont elles inventé et comment les ont-elles élaboré ? Notre cadre théorique articule quatre approches : les assemblages socio-matériels qui se construisent lors de la morphogenèse des outils de gestion (Orlikowski), les dimensions structurelles de ces outils (Hatchuel, Weil), leurs trajectoires d’appropriation (Grimand), la créativité à l’œuvre (Amabile) dans l’émergence de l’innovation managériale. Notre posture épistémologique est constructiviste. Nous observons ces innovations managériales à travers les cas de quatre entreprises du spectacle vivant que nous avons suivi et accompagné pendant trois ans dans une position d’expert impliqué. A partir d’une analyse comparative des quatre cas, nous mettons en évidence : l’efficience du concept de bissociation (Koestler) pour rendre compte des moments-clés de la morphogenèse des innovations managériales ; le rôle du système de valeurs des managers dans la trajectoire de constitution des outils et l’effet des caractéristiques créatives des managers culturels dans le développement de leur management indigène. / Cultural firms have developed at all times management practices that are apart from standard management (Chiapello, Benghozi). Our research focuses on managerial innovation in the management tools of these unique firms. In a context of disruption (LOLF 2006), an extreme management situation (Lievre), some cultural organizations have been able to cope by innovating: what management tools did they invent and how did they develop them? Our theoretical framework articulates four approaches: the socio-material assemblages that are constructed during the morphogenesis of management tools (Orlikowski); the structural dimensions of these tools (Hatchuel, Weil); their trajectories of appropriation (Grimand); the creativity in play (Amabile) in the emergence of managerial innovation. Our epistemological posture is constructivist. We observe these managerial innovations through the cases of four performing arts firms that we followed and accompanied for three years in an involved expert position. Relying on a comparative analysis of the four cases, we thus highlight: the efficiency of the concept of bisociation (Koestler) to account for key moments in the morphogenesis of managerial innovations; the role of the managers’ value system in the trajectory of constitution of the tools; the effect of the creative characteristics of cultural managers in the development of their indigenous management.

The purpose of this master thesis is to provide a deeper understandingof managerial innovation impact on companies through Corporate SocialResponsibility (CSR). For this objective, IKEA Karlstad was chosen for theempirical part in order to apply the theoretical framework to practicalrelevance. The method used for this thesis was a case study design includingdata collection from literature in different databases: Emerald, BusinessSource Premier, Scopus as well as Google Scholar. Regarding data collection forthe case study, three qualitative questionnaires were also distributed to IKEA:two designed for the local IT and sustainability coordinator Magnus Engstrandand one targeting employees. A quantitative questionnaire was distributed toIKEA employees too. An interview was set up with Magnus Engstrand according tothe unstructured interview guidelines. The theoretical framework focuses notonly on understanding the links between managerial innovation and CSR,managerial and technological innovations but also on the companies’ motivationto implement these actions and their impact on employees, organizations andcommunity. From our analysis of the literature it can be stated that managerialinnovation is stimulated by an internal element of the company. Managerialinnovation helps partly or entirely to develop CSR actions resulting in thecreation of positive value: tangible or intangible; or negative value accordingto value resonance or value dissonance. The case study analysis broughtexamples of how managerial innovation brings value without involvement of anytechnological innovation contradicting certain theories exposed in thetheoretical framework. At IKEA, the three different types of managerialinnovations are management, administrative and organizational innovations whichare used to develop CSR actions and constitute a minor or major part of theirimplementation. The impact of managerial innovation on CSR is translated atIKEA Karlstad as an intangible value for the company and its stakeholders. Thisthesis contributes to a better comprehension of managerial innovation conceptsin general as well as its application in a CSR strategy through concreteexamples. It can also be used as a demonstration of how managerial innovationcan be used to improve the internal and external images as well as employees’welfare and perceptions. Further qualitative research is needed to measure themanner of managerial innovations as well as quantitative studies to generalizeits impact on a larger scale.

受新公共管理思潮影響，政府組織部門近年積極向企業私部門學習 創新改革，惟創新範圍與方式廣泛，且隨組織結構及需求不同而有所差 異。就組織經營管理內涵而言，創新的引用涵括了管理創新與技術創新， 主要目的乃在回應外在環境變遷及需求，並藉由資源的重新整合與運作 ，以提升組織內部整合及外部生存之有效運作，亦即達成整體組織效能 之有效發揮。 本研究以臺北市立圖書館為研究主體，以服務之館員為實證對象 ，同時以組織創新、組織效能及人口統計資料為研究變項，歸納研究架 構，旨在探討： 一、臺北市立圖書館館員對組織創新認知程度 二、臺北市立圖書館館員對組織效能認知程度 三、臺北市立圖書館不同背景之館員對組織創新認知差異情形 四、臺北市立圖書館不同背景之館員對組織效能認知差異情形 五、臺北市立圖書館組織創新與組織的相關性 本研究採用問卷調查法蒐集資料，經篩取有效樣本265份，並以SPSS for Windows 12.0統計軟體進行資料分析，研究結果發現： 一、不同年齡館員對組織創新、組織效能認知程度具顯著差異。 二、不同服務年資館員對組織創新、組織效能認知程度具顯著差異。 三、不同工作職位館員對組織創新程度具顯著差異，但對組織效能則無 顯著差異。 四、圖書館組織創新各構面與組織效能各構面具有顯著相關。 關鍵字：組織創新、技術創新、管理創新、組織效能 / Under the impact of the new public management ideas, government departments have been actively learning innovative reforms from the private sector in recent years. But the scope and ways of innovation are broad and multiple and they vary when the organizational structures and needs have changed. As for the content of the operational management of an organization, innovative applications cover managerial and technological innovation. The main purpose is to respond to a changed external environment and its needs. Organizations increase their internal integration and external survival and achieve higher organizational efficiency through the renewed integration and operation of resources. This study mainly focuses on the Taipei City Library and makes its librarians as the empirical objects. At the same time, organizational innovation, effectiveness and demographic information are used as variables and the research structure is summarized to example: 1.The level of cognition over organizational innovation of the librarians of the Taipei City Library. 2.The level of cognition over organizational effectiveness of the librarians of the Taipei City Library. 3.The different cognition over organizational innovation among the librarians of the Taipei City Library. 4.The different cognition over organizational effectiveness among the librarians of the Taipei City Library. 5.The connection between the organizational innovation and effectiveness of the Taipei City Library. This study has used a questionnaire to collect information, which includes 265 valid samples selected from a poll and has been analyzed by the statistics software SPSS for Windows 12.0. The study has found: 1.Librarians of different ages have significantly different cognition over organizational innovation and effectiveness. 2.Librarians of different seniorities have significantly different cognition over organizational innovation and effectiveness. 3.Librarians of different positions have significantly different cognition over organizational innovation but not significantly different cognition over organizational effectiveness. 4.Library’s organizational innovative dimensions and effective dimensions are significantly correlation. Keywords: Organizational innovation; technological innovation; managerial innovation; organizational effectiveness

Ce travail de thèse vise tout d'abord à comprendre comment se construisent les dispositifs de Gestion des Ressources Humaines (GRH) inter-organisationnelle. Il cherche, ensuite, à en évaluer la portée effective. Pour ce faire, deux dispositifs innovants sont étudiés à la lumière de la Théorie de I' Acteur-Réseau (Collon, 1986 ; Akrich et al., 2006 ; Latour, 2006). Le premier, Alliance, rassemble des grandes entreprises du bassin d'emploi lyonnais. Il a pour but de développer la mobilité inter-entreprises de ses salariés. Le second est un programme de GPEC collective mis en place par la grappe d'entreprises stéphanoise Mécaloire, au profit de ses PME membres. Nos résultats tendent à confirmer la tendance, déjà observée, de territorialisation de la GRH. Le territoire est alors vu comme un intermédiaire capable d'agréger des acteurs aux motivations diverses, et de fluidifier leurs échanges. La place des relations interpersonnelles, du temps et du droit à l'erreur apparaît comme centrale dans le processus d'émergence des dispositifs de GRH inter-organisationnelle. Dix rôles clefs d'acteurs, présents dans ce processus, sont révélés. L'importance des acteurs non­humains est soulignée. Les résultats effectifs des dispositifs sont enfin comparés aux ambitions d'origine affichées. Un constat d'échec est dressé. Il apparaît que les bénéficiaires des dispositifs ne sont pas les salariés initialement ciblés. Plusieurs explications sont avancées. Nos résultats contribuent ainsi, modestement, à l'enrichissement du champ de recherche propre à la GRH inter-organisationnelle (ou GRH Territoriale). Ils permettent également de questionner la pertinence du cadre théorique de l'acteur-réseau et d'en proposer des pistes d'enrichissement. Ils permettent enfin, d'un point de vue opérationnel, d'identifier les facteurs clefs de succès et freins potentiels à la mise en place de dispositifs de GRH inter-organisationnelle. / This PhD's aim is to understand how inter-organizational HRM devices are developed and to provide an evaluation of their actual results. To this point, two innovative devices are studied in the light of the Actor-Network Theory (Collon, 1986; Akrich et al., 2006; Latour, 2006). The first one, Alliance, brings together major companies of the Lyon area, aiming to develop inter-firm mobility of employees. The second is a collective GPEC program (strategic workforce planning) set up by the Mécaloire cluster for the benefit of its members: SMEs from the Saint-Etienne area. Our results tend to confirm the trend of HRM territorialisation, where the territory appears as an intermediary in uniting actors with different motivations, and facilitating their exchanges. It also highlights that allowing interpersonal relationships, time, and trial and error are all crucial in the emergence process of inter-organizational HRM devices. Ten key roles in this process are revealed. The importance of non-human actors is emphasized. As the device's efficiency is compared with the original ambitions, it appears that beneficiaries are not those who were initially targeted. Several explanations are stated. Our results thus contribute, modestly, to the enrichment of the inter-organizational HRM (or Territorial HRM), question the relevance of the actor-network theory framework and provide enrichment tracks. From an operational point of view, key factors of success and potential obstacles to the development of inter-organizational HRM devices are updated.

Cette thèse traite d’un type d’innovation largement négligé jusqu’à aujourd’hui : l’innovation organisationnelle (IO), également connue sous le nom « d’innovation management » ou « innovation managériale ». L’objectif est d’expliquer le phénomène d’adoption de ce type d’innovation en identifiant non seulement ses antécédents internes et externes, mais aussi ses relations avec l’innovation technologique de procédés, avec laquelle elle partage un certain nombre de caractéristiques. Le modèle proposé est fondé sur la vision intégrative de l’innovation (the integrative view of innovation) qui présente un triple intérêt : (1) contrairement à la vision distinctive et linéaire de l’innovation, elle ne relègue pas l’IO au statut d’innovation de second rang ; (2) elle élargit le champ des antécédents au-delà des seuls efforts en R&D et envisage leurs effets d’interaction ; (3) elle enrichit l’explication du phénomène d’adoption d’une IO en faisant l’hypothèse que des innovations de différents types sont adoptées de manière complémentaire. Notre démarche repose sur quatre articles empiriques et une multi-méthodologie, qualitative basée sur six études de cas d’entreprises industrielles, et quantitative faisant appel à différentes méthodes économétriques. Le Lean Management représente la forme concrète d’IO à partir de laquelle les confrontations empiriques sont réalisées. Au final, cette thèse est à l’origine de trois contributions majeures. Tout d’abord, au-delà des antécédents traditionnels privilégiés dans les recherches, d’autres antécédents internes (les pratiques de mobilisation des ressources humaines et la capacité d’absorption des entreprises) et externes (les sources de connaissances) jouent un rôle crucial sur l’adoption d’une IO. Ensuite, la prise en compte des interactions entre ces antécédents s’avère essentielle pour une meilleure compréhension du processus d’adoption, certains étant complémentaires (ex : les pratiques de mobilisation entre elles ou la résistance au changement et le manque de soutien managérial) alors que d’autres sont substituables (ex : les sources externes de connaissance et la capacité d’absorption des firmes). Enfin, conformément à la vision intégrative, l’adoption de l’IO n’est pas indépendante de l’adoption d’une innovation technologique de procédés et est régie par des antécédents similaires. Toutefois, leur relation n’est pas d’ordre complémentaire au sens strict dans la mesure où il y aurait un effet d’ordre. Ces résultats débouchent sur des recommandations managériales utiles pour un meilleur pilotage de l’adoption d’une IO. / This research deals with a type of innovation largely neglected in the literature: organizational innovation, also called "innovation management" or "managerial innovation." The objective is to explain the adoption of this type of innovation by identifying not only its internal and external antecedents, but also its relationship to technological process innovation, with which it shares common characteristics. The model is based on the integrative view of innovation which presents three main advantages: (1) contrary to the linear view of innovation, it does not consider organizational innovation as a second-order innovation; (2) beyond R&D efforts alone, it allows for the integration of new antecedents and their interaction effects, and (3) it enriches the explanation of organizational innovation adoption assuming that innovation is adopted synchronously or complementarily. We used a multi-methodological approach, a qualitative study based on six case studies of industrial firms and a quantitative study using different econometric methods. Lean Management is the concrete form of organizational innovation we studied in the four empirical articles. The contributions of this research are threefold. Firstly, beyond the traditional internal and external antecedents, we show that human resource management practices, firms’ absorptive capacity and external knowledge sources play a crucial role in organizational innovation adoption. Secondly, this research demonstrates that it is essential to take into account the interactions between internal and external antecedents in order to better understand adoption processes, some of them being complementary or substitutes. Thirdly, the study shows that organizational innovation adoption is consistent with the integrative view of innovation since it is dependent of the adoption of technological process innovation, without being strictly complementary. These two types of process innovations, organizational and technological, are also found to be driven by similar antecedents. These results lead to managerial recommendations for a better management of organizational innovation adoption.

Growing competition, globalisation and changing circumstances make innovation a prerequisite for the growth, success and survival of any private or public organisation. While innovation in technology, production, marketing and finance all remain essential, it is innovation in management that is most desperately in short supply. A literature study could not reveal the existence of any scale that measures all the factors and processes relevant to organisational innovation. A scale for managerial innovation was developed. This scale is based on the work of various researchers in the field of innovation. The major tasks in the process were connected to the structural arrangements and social patterns that facilitate the tasks are discussed. Innovation consists of a set of processes carried out at the micro-level, by individuals and groups of individuals, and these micro-processes are in turn stimulated, facilitated and enhanced - or the opposite - by a set of macro-structural conditions. A semantic differential scale was developed to measure managerial innovation. The scale consists of 88 items and was designed to reflect the major factors and processes of organisational innovation. Various statistical tests were used to evaluate the scale and data obtained through the scale. Five Factors were identified after the data was analysed using factor analysis. The five factors are Factor 1 (leadership and culture), Factor 2 (employee acquisition and development), Factor 3 (variables that facilitate problem solving and aid in innovation), Factor 4 (variables that impact negatively on innovation), and Factor 5 (variables external to the organisation that influence innovation). The Alpha Cronbach test for reliability showed a very high degree of reliability and the scale conformed to the criteria of content validity. Analysis Of Variance (ANOVA) was used to perform comparative analysis on the biographical variables. The relationships between age, gender, level of education, industry, length of service, and the combined effect of age and gender, age and length of service, gender and industry, and gender and length of service and the five factors were analysed. Age seems to play a significant role in Factor 1 and Factor 2 (i.e. leadership and culture as well as employee acquisition and development). For Factor 1 and Factor 2 average achievement in terms of innovation seems to increase with age. With regard to Factor 3, 4 and 5 age does not seem to impact on achievement significantly. The results of this study indicate that there are no significant relationship between gender and innovation. The results of this study indicate that there is a positive relationship between level of education and innovation for Factors 3, 4 and 5. It was found to differ significantly between the levels for two factors, namely Factor 1: leadership and culture, and Factor 2: employee acquisition and development. They seem to decline as the level of education increases. The results of this study indicate that for all five factors there seem to be a very significant difference in average achievement when individuals from different industries are compared. The results of this study indicate that there is not a significant relationship between length of service and innovation. The ANOVA results for combined variables indicate a significant difference in average achievement Factor 1 (leadership and culture) when the research participants are grouped based on both age and gender. In general, males of any age group tested equal to or higher than their female counterparts for Factor 1. Also apparent from the results is that generally the scores for Factor 1 seemed to increase with age. For Factor 2, 3, 4, and 5 there is no significant difference in achievement when participants are grouped according to age and gender. The results of the tests for difference in achievement when the research participants are grouped according to age and length of service, do not indicate that there is any significant difference in average achievement between the groups. / Thesis (PhD)--University of Pretoria, 2009. / Human Resource Management / unrestricted

近年來，透過地區行銷以及文化政策的地區創新已經超越了保護主義，並且帶來了地區發展，也影響了行政特區以及地方政府。 本研究主要的目的是探討什麼是影響地區行銷成功的因素？並且探討這些因素是如何被應用在文化特區？本研究透過這些成功的因素建立了一個基本的架構並且分析地區行銷策略。本論文的研究主軸主要是地區行銷的行銷創新。 本研究會從學術角度開始探討文化特區並且為韓國的文化特區下一個定義，並且根據研究的主軸做修正。研究的重心主要是韓國文化特區的比較研究。根據觀察，文化特區的形成有很多的因素及策略。不同的因素與策略會形成不同文化特區獨有的特色。本研究主要的目的是探討造成這種現象的成功因素與策略。 本研究關於地區行銷以及韓國文化政策的主要理論來自於創新理論、地區發展以及非營利機構。本研究使用理論建構、個案比較研究。本論文根據理論架構研究韓國文化特區的成功經驗，研究個案包括仁寺洞、大學路以及三清洞。研究時間自2011年10月到2012年六月。 關鍵字：文化特區、地區行銷、文化政策、仁寺洞、大學路、三清洞、首爾、韓國、地方認同、地方形象 / These days, district innovation through place marketing and cultural policy exceeds limitations stemming from the preservation of regional unique features and helps foster regional development, exerting great influence in special districts and local governments. The aim of the present study is to determine which are the most critical success factors in place marketing, and how these factors could be utilized in cultural districts. The study builds a framework and analyzes place marketing strategy from the perspective of the process and success factors. The main research focus is on marketing innovation aspects in place marketing. I will examine the academic definition of a cultural district and set a definition for Korean cultural districts, adjusting to the course and purpose of the intended study. Moreover, I have tried to comprehend the comparative research of Korean cultural districts. It was observed that there are many factors and strategies that lead the cultural district. Each guideline invents identities suited for each environment and provides help to strategies on forming cultural districts. And realistically, this study was done to know what successful factors and strategies actually lead that phenomenon. The primary theoretical background and concepts in place marketing and Korean cultural policy for this study consist of innovation theory, place development, and non-profit organizations (NGO). This study uses a theory building, comparative case research agenda with embedded, longitudinal and multiple case researches. The study applies the theoretical framework of successful cultural districts based on empirical research with the case studies of Insadong, Daehakro and Samcheongdong regions. The field research was carried out between October 2011 and June 2012. Key words: cultural district, managerial innovation, place marketing, cultural policy, Insadong, Daehakro, Samcheongdong, Seoul, Korea, place identity, place image.