Lots of literature discusses IS/IT adoption or diffusion. However, few studies focus on the initiation stage of organizational innovation process. The entrance of organizational innovations issues into agenda represents legitimation and it influences further organizational action. Therefore, this study empirically testified the factors affecting organizational discussion frequency of knowledge management project issues, controlling for the size of knowledge management scope definition. The results showed that the characateristics of knowledge management project issues and the existence of sponsors had significant impact on the issue discussion frequency about knowledge management. However, the institutional pressures did not demonstrate significant impact on the issue discussion frequency or show great influence on the issue characteristics. Neither did the organizational strategy demonstrate its impact on knowledge management project issues. Theoretically, this study is built based on perspectives of agenda building and institutional perspective, and provides more complete model to explain the discussion of organizational innovation issues. For practical knowledge management proponents who attempt to initiate knowledge management in organizations, they need to understand how knowledge management issue is placed into agenda for organizational legitimating.

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.

Thesis (Ph. D.)--Murdoch University, 1984.

Thesis (M.H.A.)--University of Michigan, 1972.

Thesis (Ph. D.)--University of Washington, 1991. / Vita. Includes bibliographical references (leaves [91]-105).

Thesis (M.H.A.)--University of Michigan, 1972.

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.

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.

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本研究旨在探討臺北縣立國民中學組織創新與學校效能的實際現況，分析兩者之間的關係，並依據研究結果，研擬改進與建議。 本研究以問卷調查法為主，半結構式訪談為輔，受試者包括臺北縣立國民中學校長、主任、組長、副組長、導師、專任老師，共829人，其中有效樣本649人，可用率為78.3 ﹪，研究工具為『臺北縣國民中學組織創新與學校效能問卷』。本研究以SPSS for Window11.0版套裝軟體的統計分析軟體為工具，茲將研究結果分述如下： 一、臺北縣國民中學教育人員知覺組織創新與學校效能均為中上程度。 二、臺北縣不同學校規模的教育人員知覺組織創新有明顯差異，以13-24 班的教育人員知覺度最高。 三、臺北縣不同學校歷史的教育人員知覺組織創新，有明顯差異，以學校歷史 為10年以下的教育人知覺度最高。 四、臺北縣不同性別的教育人員知覺學校效能有明顯差異，男性教育人員明顯 高於女性。 五、臺北縣不同學校規模的教育人員知覺學校效能，有明顯差異，以13-24班 的教育人員知覺度最高。 六、臺北縣學校創新經營（有參加創新比賽）之教育人員知覺學校效能有明顯 差異。 七、臺北縣國民中學組織創新與學校效能有非常顯著正相關。 八、臺北縣國民中學組織創新對學校效能有極顯著的預測力。 依據上述結論，本研究針對教育行政機關、學校及未來相關研 究提出建議，做為增進國民中學組織創新與提升學校效能之參考。 關鍵詞：組織創新、學校組織創新、學校效能。 / The purposes of this research were to explore the status quo and the relationship between the school organizational innovation and school effectiveness of the junior high school in Taipei County. Some recommendations for improvement were made according to the research conclusions. This study was proceeding primary with questionnaire surveys of school organizational innovation and school effectiveness of junior high school and supplementary with semi-construction interview. 829 samples were chosen from school in Taipei County. They were principles, directors. Department deans, department assistant deans, homeroom teachers and non-homeroom teachers of junior high school. Finally 649 data were collected. The useful rate for this research is 78.3%. The data were analyzed with SPSS for Window 11.0 edition and the conclusions of this research were as follows: 1. The teachers of junior high schools in Taipei County perceived an upper level on school organizational innovation and school effectiveness. 2. There is a significant difference of the perception of junior high school teachers in Taipei County on school organizational innovation among the teachers from different school sizes, there is higher awareness among the teachers from school of 13-24 classes’ size. 3. There is a significant difference of the perception of the junior high school teachers in Taipei County on school organizational innovation among the teachers from the school with different service periods. There is higher awareness among the teachers from school with less than 10 years in service. 4. There is a significant difference of the perception of junior high school teachers in Taipei County on school effectiveness between genders, male teachers have significant higher awareness. 5. There is a significant difference of the perception of junior high school teachers in Taipei County on school effectiveness among the teachers from different school sizes, there is higher awareness among the teachers from school of 13-24 classes’ size. 6.There is significant different of the perception of junior high school teachers in Taipei County , the teachers from the schools participating the organizational innovation competitions have higher awareness on school effectiveness. 7. There were positive and strongly significant correlation between school organizational innovation and school effectiveness of the junior high school in Taipei County. 8. The school organizational innovation had predicative efficacy school effectiveness of the junior high school in Taipei County. Based on the above conclusions several recommendations were made for the authorities of concerned, junior high schools’ principals and future researchers for improvement of school organizational innovation and school effectiveness. Key words: organizational innovation, school organizational innovation, school effectiveness.