Abstract Innovation is a successful key of enterprise in the new generation, and enterprise creates extraordinary value by keeping innovate. Thurow(1996)pointed that mental industry will be the mainstream, and enterprise capability to innovate and use the mental ability is the key to get the competitive advantage. It means enterprise¡¦s assets shifted from the visible resources to the invisible assets, for example, intellectual capital and human capital. This transformation appears the important of human resource and leads the enterprise to pay attention on human resource management. As the reason, the enterprise¡¦s important issue is how to construct the human resource system for enterprise innovation needs and build the innovative culture. This study is using the case study approach. The main propose is analyzing the human resource practice of the prize innovation enterprises, how strengthens the organization innovation capability, and assisting the enterprises achieve the goal. This research also want to find the human resource practice to fit the different innovation flied, and conclude the innovative culture for prize innovation enterprises. To this propose, this research conclude the following result by interview material and literary. 1. Organizational innovation capability with different innovation flied for successful enterprise to innovate. 1.1 Successful product innovation depends on organizational market cognition capability, R&D technology capability, and cross-functional integration capability. 1.2 Successful process innovation depends on organizational R&D technology capability. 1.3 Successful marketing innovation depends on organizational market cognition capability and cross-functional integration capability. 1.4 Successful manage innovation depends on organizational cross-functional integration capability and financial capability. 2. Organizational innovative culture for the successful enterprise to innovate. 2.1 The input of innovative culture depends on the enterprise value emphasized, the leader support, and the resources give. 2.2 The process of innovative culture depends on well communication, clear authorization, and the staff to participate in. 2.3 The output of innovative culture depends on organization learning, try and error, and different thinking. 3. Concluding the human resource practice with different innovative flied for enterprises to innovate. 4. Concluding the human resource practice for enterprises to enhance different organizational innovation capability. 5. Proposing ¡§the innovative strategy map¡¨ as a practice guide in human resource practice. These results provide innovation enterprise not only to enrich organizational innovative culture, but also to enhance the organizational innovation capability for different innovation flied by operating the fit human resource practice. With this fit human resource practice, enterprise can have the biggest innovation achievement in different innovation flied.

The advancement of time has expedited the transfer of information, and the speed of technology evolution has also increased. Business enterprises can continue to increase its organization performance through organization innovation. Therefore organization innovation is the key success factor of future business enterprises. However, organization innovation is grounded on organization culture. Hence the research problem of this study is the influence of organization culture and innovation on performance. Companies in the Kaohsiung County and City were studied. Through questionnaire survey and data analysis, the following results were found: 1. Respondents expressed positive viewpoints toward influence of organization culture and innovation on performance. With respect to organization culture, bureaucratic and supportive types of culture showed more significant influence than innovative culture on organization performance. 2. The operation of organization culture and innovation showed positive influence on organization performance. The more emphasis is placed on the operation of organization culture and innovation, the more that a business enterprise can nurture its core competence and hence enhance its organization performance. ¡iKey Words¡j: Organization Culture, Organization Innovation, Organization Performance

Resources are a key to innovative actions -not only, but also- in nonprofit organizations (NPOs). With the societal obligation of NPOs to create innovative and effective approaches in responding to a variety of concerns such as poverty, human rights, social services, environmental protection etc. this study examines the resource foundations that make NPOs innovative. NPOs are known to show a considerable degree of pioneer work and innovativeness in responding to societal concerns (Salamon et al., 2004). To have NPOs maintain their innovative behavior it is of the utmost interest to identify those requirements and needs that support their specific functions. Organizational slack is suggested to be a very influential factor in determining the innovative behavior of NPOs. Organizational slack are these resources in or available to the organization that are in excess of the minimum necessary to produce a given level of organizational output (Geiger & Cashen, 2002). Innovation is the outcome of a creative process involving different actors which results in a qualitatively new means-end combination that is new to the market or the firm (Gemünden & Salomo, 2004). The question whether or not organizational slack fosters innovation, has not been answered unambiguously so far, since researchers deliver convincing arguments for both standpoints. Against this backdrop, the study seeks to explain the relationship between organizational slack and innovation in nonprofit organizations. More precisely it is of interest to find out how these two concepts are related, positively, negatively, or inversely U-shaped. A sample of 250 randomly selected Austrian NPOs is the data basis for the investigation and was generated in cooperation with Statistik Austria. Through questionnaires the data for the study was collected. To test the proposed hypotheses the data is analyzed through inferential statistics.

情緒行銷從溝通開始，溝通的目的在利用關係的建立、尊重的對待與同理心的接納，將企業內外部所建築的藩籬予以拆除，使知識能坦誠地分享；讓組織中間的溝通管道流暢無阻礙，將正向健康的情緒溝通模式導入企業訂定的目標。對內部員工與外部顧客及供應商闡釋期望建構的組織型態，是奠基在以情緒、創新及知識等因子的融合下所形成的。行銷的定義不單純是將產品銷售給客戶，而是廣義的將員工的積極態度透過組織良好的分工與流程制度，散發至團隊內的成員與外部供應鏈中的參與者如供應商、顧客與代工廠，使其真誠地感受情緒行銷所蘊含的創新及知識交流。 創新為企業組織能否延續生存的要件，但要將此種子深植於企業內部形成文化，需要優良的知識管理系統。更重要的是領導者所展現出來對組織創新的策略和願景，是否經過溝通傳遞至供應鏈中的認同者。本文探討一個以情緒關係為主體基礎的行銷系統，為能將企業目標以最佳適合的層面散播出去，在企業成長發展的不同時期，需搭配差異化的三種三角形組織型態以分工及創新管理的方式，達到對內外部行銷溝通的最佳化。組織創新理論的涵義為企業開發先期時，工程、製造與行銷等企業內三個功能部門，如同三角形的變化產生的整合過程，利用擴散(Dynamic Triangle)、擺動(Oscillated Triangle)與再生(Regenerated Triangle)等3種Triangle(3T)組織變化。每次轉型會受環境刺激而自然轉換成至下一型式，找尋出一個最佳的情緒行銷規則。階段性的組織演變，取決於組織因應產品的需求與具備的核心能力；選擇工程或行銷部門作為三角形組織的指揮者，適時的增加資源加以擴張，讓組織處於動態變動中向上攀升。 當速度與方向因組織的體積龐大，缺乏強韌性來面對外在回饋所需的快速反應時，分裂成2個三角形以對應不同的產品或客戶需求，將使團體中的成員受到更多的注意，讓其願意熱誠的投入與付出。組織的完整性致使供應鏈的環節趨向穩固，但其中脆弱的任一鏈節會影響上、下游整合時，是否能轉變成共創雙贏的價值鏈。故情緒的控制方式扮演著融化彼此敵意的催化劑，系統控制理論提供組織需尋找適才適所的員工，並放置於認同組織的位置上。如同Darwin生命進化的過程，將良好的基因加以複製、替換與突變出最適應組織與環境變化的員工；而領導者的情緒智慧將企業內具有創新意志的泉源，發揮其最大的效能，達到組織所期待的願景與目標。讓價值鏈的參與者感同身受此動力，使內部的噪音及外部的雜訊，因無私的溝通而消失。高科技的光電產業特性，優勢並非來自獨特的經營或產品模式，而是員工自主地對價值鏈在溝通上的關懷。溝通所付出的頻率與努力會影響企業最終的成果，此資產需持續獲得全體員工的熱情對待；情緒行銷的創新因子將從每個人向四周擴散出去。誠如管理大師Henry Mintzberg所言：未來是無法預測，也不能計算出來，創造未來需要有夢想，實現未來則依賴熱情。 / Emotion marketing plays an important role in building the relationship between the supply chains. The mature communication allows the corporate strategy and vision to be applied between the customer and vendors, and also between vendors and vendors, without any resistance and/or obstacles. Organization innovation is the concept that have received considerable attention in the literature world and explored in the context with varying degrees of success in supply chain management. A simplified emotion relationship representation of marketing system, consisting of knowledge and innovation management, is first considered in the present work. The system forces participation between customers and suppliers. To achieve the supply chain’s demand under the dynamic environment, a triangle type organization is developed in associated with engineering, manufacturing and marketing departments. Dynamic, oscillated and regenerated triangles are three consequential periods based on the integration of corporate resources and information. An established communication link among employees provides the triangle system to be more flexibility to face outside stimulations and customers’ feedback to modify the action as well as direction. Adaptive, optimal and robust control schemes are ineffective in the present large, uncertain, and fast changing systems. The present studies propose the use of PID control technology with genetic algorithm to provide an alternative approach to solve the organization’s complex problems. Achieving efficient and competitive performance along with customer satisfactory quality product in optoelectronics industry will continue to maintain commitment to supply chain is the corporate responsibility. Emotion marketing is the innovation factor to spread out to the organization via employees. With passionate and executive leadership brings the supply chain into the value chain.

Stora organisationer låter ofta sin strävan efter innovation hållas inom dedikerade innivationsavdelningar. en snabbt föränderlig värld måste innovationsprocesser öppnas för bredare kretsar. Den här studien undersöker hur man med hjälp av dagens teknik och spelifiering (“gamification”) kan underlätta kunskapsdelning i större organisationer. Studien undersöker också effekten av spelifiering på användarnas upplevda engagemang. Studien har genomförts tillsammans med den nordiska banken Nordea där en innovationsplattform (dvs en virtuell plats där de anställda kan dela sina idéer) utvecklades på två olika sätt: en konventionell och en spelifierad design. Studien följer principerna för designtänkande, och började med en inledande användarundersökning (tio intervjuer) och fortsatte med en prototypdesign som slutligen testades med sju anställda. Den konventionella designen upplevdes som bra av majoriteten av studiens deltagare, som framför allt tyckte att den var enkel och användbar. Vissa av dem upplevde dock att den var tråkig och i stort lockades de inte av den. Den spelifierade designen hade en mer generell acceptans. Respondenterna påtalade att de skulle bli motiverade till att regelbundet använda plattformen på grund av inslagen av spelifiering. Mer specifikt uppskattade studiedeltagarna i hög grad poängsystemet, och även möjligheten att jämföra sig med andra och att tävla mot sina kollegor. I själva verket föredrog samtliga studiedeltagarna den spelifierade versionen när de blev frågade om vilka av de två versionerna av plattformen som de skulle föredra att använda dagligen. Ett av de kvantitativa mätvärden som användes, den subjektiva tidsuppfattningen, motsade emellertid resultaten från intervjuerna, vilket lämnar utrymme för ytterligare utredning. Sammantaget tyder resultaten från denna studie på att det i stora organisationer finns potential att öppna innovationsprocesserna och engagera fler medarbetare i dem. Att lägga till element av ’gamification’ i sådana försök kan visa sig vara en stor förbättring, eftersom det kan öka medarbetarnas engagemang och ansluta dem till innovationsslingan och ge flera fördelar för företaget. / Large organizations often constrain their innovation quests only inside the silos of dedicated departments. However, in the rapidly changing world, innovation processes needs to be opened to wider circles. This study investigates the facilitation of knowledge sharing in large organizations and the effect of gamification on the perceived engagement of users. The specific use case was the nordic bank Nordea, where an innovation platform (i.e., a virtual place where the employees can share their ideas) was designed in two variations; a conventional and a gamified one. The study followed the principles of design thinking, starting with some initial user research (10 interviews) and getting to a prototype design that was ultimately tested among 7 employees. The conventional design was experienced to be good by the majority of the study participants, who in particular found it simple and usable. However, some of them experienced it to be boring and in general, it did not excite them. The gamified design on the other hand, had a more universal acceptance. The respondents stressed that they would be motivated to use the platform on a regular basis because of the elements of gamification. More specifically, study participants appreciated the point-system a lot, and also the ability to compare themselves to peers and compete against their fellow colleagues. In fact, all participants of this study preferred the gamified version when asked about which of the two designs they would prefer to use daily. However, one of the quantitative metrics that were used, namely the Subjective Perception of Time, contradicted the findings from the interviews, leaving space for further investigation. All in all, the results of this study suggest that in large organizations, there is the potential of opening up the innovation processes and engaging employees in them. Adding elements of gamification on such attempts can prove to be a great enhancement, since it can increase the engagement of the employees and hook them in the innovation loop, bringing multiple benefits to the company.

Understanding how innovation and renewal occurs in an industry is important for how to manage technical development for individual companies. It is also important for creating a beneficial industrial context for renewal, from both a political and an industrial perspective, in which new solutions can arise and spread through the involvement of several actors of the industry. How innovation and renewal occurs in the construction industry in Sweden is however viewed differently. One challenge that has been pointed to is that most of the work performed in the construction industry is organized in projects, which in turn should affect how innovation and renewal can be achieved.   The aim of this thesis is to provide an understanding of how the project organizing in the industry affects innovation and renewal. This is executed through a case study of the construction of Skandionkliniken, a proton therapy clinic, and by using an industrial network theory that challenges the traditional view of how innovation is achieved. One important understanding drawn from this study is that renewal is created in the interface between companies and their resources. The kinds of innovation and renewal that can take place in the projects highly rely on technical interdependencies and organizational features of the involved actors. Three conclusions are drawn from this study; firstly, innovation and renewal in the construction industry occurs gradually across projects, secondly, the type of innovation that occurs is not what is expected from a traditional point of view, and thirdly, therefore it is not necessarily obvious when or how it takes place, which has implications both for policy and company management.

Submitted by Milena Rubi (milenarubi@ufscar.br) on 2016-10-14T18:54:50Z No. of bitstreams: 1 ANDRADE_Luciana_2016.pdf: 1052203 bytes, checksum: c00a3bc54b11755a2913e09b1343aebe (MD5) / Approved for entry into archive by Milena Rubi (milenarubi@ufscar.br) on 2016-10-14T18:55:07Z (GMT) No. of bitstreams: 1 ANDRADE_Luciana_2016.pdf: 1052203 bytes, checksum: c00a3bc54b11755a2913e09b1343aebe (MD5) / Approved for entry into archive by Milena Rubi (milenarubi@ufscar.br) on 2016-10-14T18:55:20Z (GMT) No. of bitstreams: 1 ANDRADE_Luciana_2016.pdf: 1052203 bytes, checksum: c00a3bc54b11755a2913e09b1343aebe (MD5) / Made available in DSpace on 2016-10-14T18:55:36Z (GMT). No. of bitstreams: 1 ANDRADE_Luciana_2016.pdf: 1052203 bytes, checksum: c00a3bc54b11755a2913e09b1343aebe (MD5) Previous issue date: 2016-04-01 / Não recebi financiamento / With the crisis that has been going the automotive industry last year, it is necessary that companies in the auto parts sector go forward several changes to remain competitive. In this context, organizational innovation, which has the organizational culture as one of its main determinants, it is a key pillar of support competitiveness. Thus, this work is a multicases study in five large suppliers companies of auto parts of the metropolitan area of Sorocaba, aimed to analyze the practices of organizational innovation, and identify the factors related to the organizational culture of these companies are the key to the organizational innovation. As result, it was found that the adoption of organizational innovation practices is due to isomorphism in the automotive industries, but the organizational culture focused on innovation is essential for the occurrence of organizational innovation, and features such as financial (reward system, financial resources), organizational architecture (market orientation, mission, value and leadership), management tools (support innovation, teamwork, acceptance of risk and error tolerance, creativity, communication and management systems) are fundamentals. As factors that hinder organizational innovation were basically found problems related to people as: outgoing employees, lack of discipline, motivation, overwork, predesigned concepts, difficult to accept changes and unhappiness. The centralization of power, lack of autonomy and authoritarian leadership were also mentioned as inhibitors to the occurrence of organizational innovation. / Com a crise que vem passando a indústria automotiva, devido à redução de demanda no ano de 2015, torna-se necessário que as empresas do setor de autopeças passem por diversas mudanças para continuarem competitivas. Nesse contexto, a inovação organizacional, que tem a cultura organizacional como um dos seus principais determinantes, torna-se um pilar fundamental de sustentação da competitividade. Assim, esse trabalho, um estudo multicasos realizado em cinco empresas de grande porte fornecedoras de autopeças da região metropolitana de Sorocaba, teve como objetivo analisar as práticas da inovação organizacional, além de identificar os fatores relacionados à cultura organizacional dessas empresas que são determinantes à inovação organizacional. Como resultado encontrou-se que a adoção de práticas de inovação organizacional ocorre devido ao isomorfismo nas indústrias automotivas, porém a cultura organizacional voltada à inovação é imprescindível para a ocorrência de inovação organizacional, e características como recursos financeiros (sistema de recompensas, recursos financeiro), arquitetura organizacional (orientação para mercado, missão, valor e liderança), ferramentas gerenciais (suporte à inovação, trabalho em equipe, aceitação ao risco e tolerância ao erro, criatividade, comunicação e sistemas de gestão) são fundamentais. Como fatores que dificultam a inovação organizacional foram encontrados basicamente problemas relacionados aos recursos humanos como: saída de funcionários,falta de disciplina, motivação, sobrecarga, conceitos pré-concebidos, dificuldades para aceitar mudanças e insatisfação. A centralização de poder, a falta de autonomia e liderança autoritária também foram citados como inibidores a ocorrência da inovação organizacional.

Soziale Innovation – Sie gilt als Lebenselixier moderner Gesellschaften und wird im sozialen Miteinander doch wenig benannt. Politiker und Wissenschaftlicher sehen in ihr den Schlüssel der gesellschaftlichen Neuerung, die durch Bürgerinnen und Bürger veranlasst wird. Und doch birgt die Vergegenständlichung einige Herausforderungen. Mit und in diesem Herausgeberband, der an der Technischen Universität Chemnitz entstanden ist, fragen wir uns: Mit welchem Paradigma wird sie belegt? Können wir das Konstrukt philosophisch fassen? Wie können Prozessmodelle der sozialen Innovation visualisiert werden? Welche Besonderheiten treten bei der Evaluierung und Steuerbarkeit auf? Und sind Non Profit Organisationen ein Inkubator für soziale Innovationen? Somit intendieren wir im vorliegenden Band einen holistischen Blick auf das beschriebene Phänomen für Wissenschaftler, Studierende und Interessierte. / Social Innovation - It is regarded as an elixir of modern societies, but sparse named in social togetherness. Politicians and scholars see it as the key to new social practices, which is caused by citizens. However, the clarification contains some challenges. In this publication, which was developed at Technische Universität Chemnitz, we ask: Which paradigm is deposited? Can we comprehend the construct philosophically? How can process models of social innovation be visualized? Are there conditions of evaluation and controllability? Are non-profit organizations an incubator for social innovation? Thus, in the present volume we intend a holistic view of the described phenomenon for scientists, students and interested parties.