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Keywords
Despite a broadly shared belief by most organizational members that their own organization’s environmental performance should be improved, they frequently struggle to do so. Securing the required behavioral changes within their organization has frequently been identified as one of the crucial challenges encountered. Hence, there is an urgent need for actionable insights into how to develop and sustain these behavioral change processes. To this end, we systematically reviewed and compared research evidence of how intra-organizational behavior for environmental performance improvements develops over time. This review shows that extensive and long-lasting outcomes are achieved when environmental performance improving activities are advocated, role-modelled and endorsed by top and line managers. Shifts in social norms appear strongly associated with extensive and long-lasting behavioral changes, especially when they are broadly shared and embedded in a pro-environmental organizational culture. Initial evidence points towards the importance of role models throughout the organization in developing such a culture. Pro-environmental behavioral changes may be effectively instigated and sustained by: setting goals; providing instructions; facilitating desired behavior through redesigning organizational practices and procedures; and rewarding achieved outcomes. Furthermore, positive performance feedback catalyzes pro-environmental behavioral changes and employee participation in developing new practices and procedures is strongly associated with long-lasting environmental performance improvements. Heightened awareness of current environmental performance and an increase in specific knowledge of activities for environmental performance improvement appear to predict behavioral change. Initial evidence suggests that positive attitudes towards non-green aspects of improving environmental performance are crucial predictors of long-lasting and extensive pro-environmental behavioral changes.
Purpose. Organization renewal through innovation represents a difficult managerial challenge in family firms. Our research reveals a framework for sustaining innovation capabilities through a perspective of value and process principles.
Design/methodology/approach. We examined findings from consulting projects in high performing family firms and literature from the areas of family firm strategy and leadership.
Findings. We describe how combining patterns of innovative organizations with patterns of high-performing family firms can help leaders to sustain innovation. This study indicates that a value- and process-driven perspective is important for effective innovation. In particular, the four value principles are continuity-, community-, connection- and command-related factors (4C’s). The four process principles, in turn, are profession-, project-, product- and purchaser-related factors (4P’s).
Originality/value. This paper is part of a wider study of innovative German family firms initiated in 2012. Our 4C’s and 4P’s framework suggests a practical means to better implement innovation by reconciling the firm’s innovation strategy, leadership behavior
and organizational learning.
Purpose. Considering the distressingly low rate of success in introducing radical new products, the purpose of this paper is to reinforce the importance of taking human resources beyond administrative activity leading to stronger innovation performance and the greater use of its people. In particular, this paper highlights three persistent fallacies in human resource practices: need for creativity; efficiency of bottom-up efforts; and monetary incentives for product innovations and to learn from innovative organizations about how to deal with these fallacies.
Design/methodology/approach. This paper details the correlation between culture, confidence, support mechanisms through HR, and innovation by reviewing innovation cases in high-performing organizations. Findings Problem definition, pragmatism and leadership represent critical innovation determinants. As a strategic partner HR can offer support to tackle the three described fallacies of product innovations.
Originality/value. This paper suggests a practical means for helping HR professionals to better understand how some simple organizational rules can effectively build innovation capabilities.
Purpose. The purpose of this paper is to examine the successful implementation of a digital work method named Building Information Modelling (BIM) and make recommendations to help organizations better test and implement innovative work approaches. Learning experiences not only provide insights into the building sector, but also into any organization interested in culture and effective response mechanisms during technological change.
Design/methodology/approach.
By applying a critical incident technique, BIM experts at one mid-sized case organization were interviewed to examine the learning experiences from converting implementation intentions into actions. The information from these interviews was used to formulate a number of practical recommendations.
Findings. The interviews outlined the various development opportunities that implementing new digital methods may offer for senior management and staff. Investing in small projects that work and the corresponding behavioral change required, together with regular project reviews, all help to build unique capabilities and to frame a culture that supports organizational development.
Originality/value. The discussion of the various benefits and conditions under which new technology implementation can improve organizational learning provides practitioners with insights into how effectively to convert change intentions into action.