21st century has been the so-called the era of knowledge-based andinnovation-driven economy. As Taiwan has been stepping into the stage of slower growth, the major issue for Taiwan¡¦s future development is how we progress toward the innovation-based industrial growth. Facing the hypercompetitive future, staying efficient, keeping costs down, delivering products and services on time and to a sufficient standard of quality are goals that merely ensure the organization stays alive. Continuous innovation has been widely regarded as the major source of competitive advantage and the base on which an enterprise builds its core competence, uplifts its competitiveness and expands its global market share. With the recognition of the importance of organizational innovation, the purpose of the study is trying to examine the current status of organizational innovation in Taiwan's traditional industry, hoping to provide some guidelines for the industry to enhance its competitiveness via innovation. The research suggested two main steps to enhance the innovation system: (1) examine and evaluate a firm¡¦s existing organizational innovation and (2) reconstruct the innovation system. After the analysis of Taiwan¡¦s traditional industry, the guidelines to improve organizational innovation include: (1) improving administrative innovation, (2) improving information system, (3) collaborating with external organizations, (4) developing brand names, (5) developing disruptive innovation, and (6) reinforcing flexibility and adaptability.

Abstract In recent years, organizational innovation is becoming increasingly important as a means of survival, not just for growth, but also in facing of intensifying competition and environmental uncertainty. Organizational innovation has been considered to be one of the key success factors. On the other hand, over the last two decades, many organizations around the world have adopted Total Quality Management (TQM). It is convinced that TQM is a management philosophy, which is a better way to conduct business and results in higher quality, lower cost products and services that respond faster to the needs of the customer. The relationship between organizational innovation, TQM and organizational effectiveness was studied. The China Steel Corporation (CSC) ,which is a leading steel making company in Taiwan, was chosen to be the research object. The aim of this research is to study following items: 1. To realize CSC employees¡¦ cognition and attitude about the Innovations and TQM activities which have been promoted and /or adopted by the company many years. 2. To analyze the relationship between Innovations, TQM and organizational effectiveness. By doing this study, some results are expected to be referenced by CSC and also for other companies. The results are follows¡G 1. Basically, CSC employees have good cognition toward TQM in CSC¡Aand also convince that it has a high correlation with organizational effectiveness . 2. Regarding Innovations practices, there exist high correlation coefficient between technological innovation and administrative innovation. 3. All the Critical Factors have high correlation with organizational effectiveness, especially ¡§ people management¡¨. 4. The correlation between organizational innovations, TQM and organizational effectiveness are confirmed to be significant. And the Adoption of TQM can intensify the Innovations practices and then increasing organizational effectiveness. Keywords¡Gorganizational innovation, total quality management, organizational effectiveness.

Due to the rigorous market competition and the service characteristic are inherent in the financial services industry. The financial services industry has highly respected to those two key players, more build upon the information technology investment and demand for business information application. The figure shows that information technology expenditure of financial services industry is second among other industries, only behind the manufacturing industry. So the financial services industry is a business with special information-based demand and information technology oriented. Financial services industry especially pays attention to customer and organizational performance, in order to meet customer's demands and create organizational performance constantly, financial services industry must use by various kinds of organizational innovation and combination of information technology. Financial service industry is a business model that must use information technology investment and organizational innovation by strengthening enterprise's competitiveness and promoting organizational performance. This research regards financial services industry as the research object and use questionnaires research, to probe into the correlative research among 'Information Technology Investment', 'Organizational Innovation' and 'Organizational Performance'. Regarding the evaluation of ¡¥Organizational Performance¡¦, quote from Kaplan & Norton's balanced score card has four measures including: Financial Measures, Customer Measures, Internal Business Process Measures, Learning and Growth Measures, that is different from traditional evaluate, only evaluate on the performance of financial datum, Balanced Score card to assess the balance performance on the subjective and the objective at the same time. In this research, apply Multiple Regression Analysis and Pearson Correlation Analysis to probe into the relation of the parameters, to verify this research model and hypothesis. The result of study is found, the information technology investment and organizational innovation, they have a positive correlation influence on the organizational performance, and there is a partial positive relationship existed between information technology investment and organizational innovation. The financial services industry is encountering the corporate merge, and the organizational change of financial services industry in the future, this research result has revealed, apply information technology investment and organizational innovation toward organizational performance properly, that could generates a critical and positive influence on the organizational performance. Key words¡GInformation Technology Investment, Organizational Innovation, Organizational Performance

The purpose of the study was to investiage the relationship among the organizational innovation¡Morganizational inertia and organizational effectiveness in elementary schools of Pingtung County¡MTaiwan. Survey research was adopted in this study. A quertionnaire concerning the issues of the three organizational variables was designed to assess teachers¡Mknowledges and attitudes concerning these issues . 509 elementary school teachers of Pingtung County¡MTaiwan were randomly selected as the sample of this study and responded to the questionnaire.The response rate was 84.5¢H. Teachers¡Aresponses were analyzed by both descriptive and inferential. Major findings of the study are as follows¡G 1¡BThe organizational innovation as seen by elementary teachers was above average in a 5-point measuring scale¡Mespecially in the area of¡§school activity innovation¡¨. 2¡BThe organizational inertia expressed by elementary teachers was below average ¡Qtheir sense of¡§procedure inertia¡¨was most susceptible. 3¡BThe degree of organizational effectiveness as perceived by elementary teachers was above average¡Mwith the perception of most favorable¡§school Climate¡¨. 4¡BSenior female elementary teachers with administrative roles in remote ¡Msmall and middle schools showed favorable attitudes toward schools¡Aorganizational innovation. 5¡BSenior elementary teachers with duties of student-advisers and teaching in big¡Murban schools perceived higher organizational inertia of schools. 6¡BSenior female teachers with education of graduation studies¡Mhaving administrative dutips¡Mand teaching in rural¡Mremote¡Msmall and middle schools¡Mpercewed higher school organizational effectiveness . 7¡BThe more positive the teachers, attitudes toward the school organizational innovation were¡Mthe lower their perception of organizational innovationwould be. 8¡BThe higher the teachers, feelings about school organizational inertia were¡Mthe lower their feelings about their school organizational effectiveness would be. 9¡BTeachers, positive attitudes toward school organizational innovation resulted in their perception of better school organizational effectiveness. 10¡BSchools, administrative innovation seemed to affect schools, organizational effectiveness. 11¡BOrganizational innovation and organizational inertia were the significant variables to predict school organizational effectiveness.

This research inestigates and examines the relationship between innovation success, internal organizational factors, local cultural factors and external environmental factors in the Malaysian ICT industry. From the responses of 122 local and multinational companies operating in Malaysia, the independent variables having positive relationships with innovation success are external ecconomic environmental factors and leadership organizational factors, while independent variables having negative relationships with innovation success are collectivism local cultures and external social environmental factors. The findings also indicate that these factors do not influence the innovation on an individual basis, but they are working in unison. / This study brings to the innovation field a more synthesized and holistic model on factors influencing innovation, and allows academics and practitioners such as managers, leaders and public policy makers to play a better role in fostering company's innovation success, particularly in developing countries like Malaysia. / Thesis (DBA(DoctorateofBusinessAdministration))--University of South Australia, 2007.

Mudanças no panorama econômico, social e político têm apontado novos critérios de competitividade e padrões de produção, com ênfase para a produção integrada e flexível. Flexibilidade não é uma necessidade universal dos sistemas de produção, sendo derivada das estratégias de negócios e de produção (relação produto-processo-mercado). É um conceito multidimensional, envolvendo variáveis intra e extrafirma, sendo avaliada pelos critérios de tempo, custo, qualidade e inovação. Na produção integrada e flexível, são potenciados as variabilidades, imprevistos e incidentes inerentes à produção material, o que restringe o espaço de soluções técnico-organizacionais com alto teor de prescrição do trabalho: a pronta intervenção operatória humana é que garante o andamento da produção, mesmo nos sistemas mais automatizados. Apesar disso, as abordagens organizacionais correntes atêm-se basicamente à discussão de estrutura e comportamento, desconsiderando o papel das atividades operatórias não previstas e as restrições que os projetos técnico-organizacionais colocam a elas. Nesse sentido, é preciso incorporar instrumentos não prescritivos de análise do trabalho, posto que as necessidades de flexibilidade devem ser equacionadas e analisadas integradamente, envolvendo concepção, organização, gestão e trabalho real de operação dos sistemas de produção. / Changes in the economic, social and political panorama have brought about new patterns of production and competitiveness. Flexibility is not a universal necessity for all production systems, but is derived from a combination of business and production strategies (i.e., the relationship between product - process market). Flexibility is a multidimensional concept, involving intra-firm and extra-firm variables, and should be evaluated according to criteria such as time, cost, quality and innovation. Unforeseen variables tend to arise more frequently under integrated and flexible production, thereby restricting the scope for techno-organizational solutions which control the labour process: prompt human intervention guarantees the smooth operation of production, even in the most automated systems. Nevertheless, current organizational approaches are restricted principally to structural and behavioural factors, overlooking the role of unantecipated operator intervention and the limitations placed on operator activities by techno-organizational projects. In this way, it is necessary to incorporate non-prescriptive instruments for the analysis of work, so the necessity for flexibility can be analysed in an integrated manner.

A inovação organizacional, a implementação de novas práticas de gestão e organização do trabalho, é uma das principais fontes de vantagem competitiva para empresas. Pesquisas recentes destacam o papel do ambiente institucional e das pressões isomórficas para o comportamento das organizações, particularmente para a implementação de inovações. Compreender o que influencia a implementação desse tipo de inovação nas organizações passa, portanto, por compreender como as pressões institucionais impactam a inovação organizacional. A presente pesquisa tem por questionamento central como pressões institucionais miméticas, normativas e coercitivas influenciam a adoção de inovações organizacionais. A cooperação entre organizações foi utilizada para medir os diferentes tipos de pressão institucional. A pressão mimética foi medida através da cooperação com concorrentes; a pressão normativa através da cooperação com empresas de consultoria e com universidades. A pressão coercitiva através da cooperação com certificadoras. Para responder a esse questionamento de foi adotada uma abordagem quantitativa, baseada em dados empíricos secundários provenientes da Pesquisa de Inovação Tecnológica (Pintec) conduzida pelo Instituto Brasileiro de Geografia e Estatística (IBGE). Esses dados são referentes a 38 setores da economia brasileira, captados em três pesquisas distintas realizadas em 2008, 2011 e 2014. A técnica estatística utilizada foi a análise de dados em painel, adequada para bases de dado com características tanto transversais quanto longitudinais. Os resultados obtidos demonstram que pressões institucionais normativas provenientes de empresas de consultoria e pressões institucionais coercitivas influenciam positivamente a adoção de inovações organizacionais. Pressões institucionais miméticas não foram constatadas. Pressões institucionais normativas provenientes de universidades, por sua vez, estão correlacionadas negativamente a adoção de inovações organizacionais. A presente pesquisa contribui com a literatura acadêmica sobre inovação organizacional ao demonstrar quais tipos de pressão institucional influenciam na adoção desse tipo de inovação. Contribui também para a literatura institucional, demonstrando a necessidade de se diferenciar entre tipos de pressão normativa. / Organizational innovation, the adoption of new management practices and models of work, is one of the main sources of competitive advantages for firms. Recent research has underlined the role of the institutional environment and isomorphic pressures in the behavior of organizations, particularly for the adoption of innovation. In order to understand what factors may influence the adoption of organizational innovation it is necessary to understand how institutional pressures impact it. The central question guiding this research is: how do institutional pressures (mimetic, normative, coercive) influence the adoption of organizational innovation? The cooperation between organizations was used to measure the different types of institutional pressure. Mimetic pressure was measured through the cooperation between competitors. Normative pressure was measured through the cooperation with consultancy firms and universities. Coercive pressure was measured through the cooperation with certifying organizations. In order to answer this research question a quantitative approach was adopted, based on secondary data from the Brazilian Research on Technological Innovation (Pintec) conducted by the Brazilian Institute of Geography and Statistics (IBGE). The data represents 38 sectors of the Brazilian economy, according to three researches conducted in 2008, 2011 and 2014. The statistical technique used was panel data analysis, which is recommended for datasets with both longitudinal and cross-sectional characteristics. The results show that normative institutional pressures from consultancy companies and institutional coercive pressures have a positive influence on the adoption of organizational innovation. Mimetic pressures were not significant, while normative pressures from universities are negatively correlated with organizational innovation. This research contributes to the academic literature on organizational innovation by demonstrating which types of organizational pressure influence its adoption. It also contributes to institutional theory by showing the necessity of differentiating the types of normative pressure according to its source.

Abstract Title: The Impact of Organizational Culture and Leadership on Organizational Innovation Level: Final assignment for Master Degree in Business Administration Authors: Ruzlin Akter and Shashiprabha Rathnayaka Supervisor: Zahra Ahmadi, PhD Examiner: Maria Fregidou-Malama, PhD Date: 2019 – January Aim: The aim of the study is to explore the impact of organizational culture and leadership in the development of organizational innovation. Method: The study is based on twelve qualitative interviews from six different organizations. The organizations have been selected randomly but with consideration of innovativeness. Two of the organizations have been selected from Sri Lanka and four organizations from Sweden. This study has been conducted by following an inductive qualitative research method using structured and semi-structured interview. Inductive approach has been followed to analyze the data. Result & Conclusion: Organization culture and leadership together have an influence for developing innovation. The findings of the study suggest that process and job oriented culture, and transactional leadership has both positive and negative impact in developing innovation. Our findings suggest that result oriented culture, employee oriented culture, pragmatic culture, open system and transformational leadership are more effective than process oriented, job oriented, normative culture and transactional leadership for developing innovation. Suggestion for Future Research: Though this study has used six organizations, the numbers of participants is low for each organization. This study has not focused on any specific industry and national culture. Therefore the suggestion for further study is to use more participants and to be industry specific. Researcher can also go in depth to identify which factors are particularly the reasons for the failure and success of innovativeness to this particular industry through comparing the national culture. Contribution: This study has made a theoretical contribution by connecting organizational culture and leadership with innovation and provides a new reflection regarding the impact of ii process oriented culture and job oriented culture. This study contributes to the implication to managers where managers can serve best for the culture while knowing about the influential result of the culture and leadership on innovation. With the help of this study, organizations will be able to identify the factors that may help them to be innovative and competitive in market. Ultimately the organization will be able contribute to the national economy of its country. Key words: Organizational Innovation, Leadership, Organizational Culture.

In this era emphasizing the knowledge economy, corporate survival has been paid special attention following the financial depression. For the corporate under the era of knowledge economy, competitive advantages are from knowledge sharing and organizational innovation. More recently, literature has emerged that offers findings about social capital as a complete concept to explore its influences and functions. In this study, we seek to address the three dimensions, namely relationship, trust, and norms of the internal social capital in the context of Chinese culture and further explore the interactive relationships and influences among them. Using the structure equation model, we use data collected 385 knowledge workers from the high-tech, financial and medical industries of Taiwan. The findings show that (1) relationship has positive influences on norms and trust; (2) the relationship, norms, and trust have positive influences on knowledge sharing; (3) the internal social capital has positive influences on organizational innovation; (4) knowledge sharing has a positive influence on organizational innovation; (5) knowledge sharing has partial mediating effects on social capital and organizational innovation. Furthermore, we proposed a theoretical model of relationship, norms, and trust for future research. These findings could be useful in academic field and practical applications.

In this era emphasizing the knowledge economy, corporate survival has been paid special attention following the financial depression. For the corporate under the era of knowledge economy, competitive advantages are from knowledge sharing and organizational innovation. More recently, literature has emerged that offers findings about social capital as a complete concept to explore its influences and functions. In this study, we seek to address the three dimensions, namely relationship, trust, and norms of the internal social capital in the context of Chinese culture and further explore the interactive relationships and influences among them. Using the structure equation model, we use data collected 385 knowledge workers from the high-tech, financial and medical industries of Taiwan. The findings show that (1) relationship has positive influences on norms and trust; (2) the relationship, norms, and trust have positive influences on knowledge sharing; (3) the internal social capital has positive influences on organizational innovation; (4) knowledge sharing has a positive influence on organizational innovation; (5) knowledge sharing has partial mediating effects on social capital and organizational innovation. Furthermore, we proposed a theoretical model of relationship, norms, and trust for future research. These findings could be useful in academic field and practical applications.