Currently viewing the tag: "Organizational trust"

(Texto em Português depois deste)

The Individual and organizational level

The clear identification of a problem was always the best starting point for their resolution.

How can small businesses address the opportunities and risks presented by open innovation?  

Katharina Hoelzle says the success of businesses, this approach is the successful combination of two key dimensions:

Structural dealing with networks, process, instruments and contracts

Cultural contemplates that the incentives, barriers to innovation, actors, etc..

Both dimensions are moderated by factors of contingency.

To remember structural dimension visit Intuinovare.

The cultural predispositions of the organization for open innovation include mainly those things that are hidden in the unspoken world of organizations.

When we talk about opening the organization’s culture we have to think in some ways more facilitators to create comfort for employees of organizations.

In Open Innovation the organizational boundaries must be permeable to the external environment and therefore we will be able to speak of a culture of open communication that includes the ability to establish a common language, standards and cognitive environments. That will allow to establish the information flows that can move freely both internally and externally, and especially from within to outside the company.

People are the main factor in the process of innovation, a factor which is increasingly important in Open Innovation. They are the people that move and are responsible for the use of technology and the result of such use in terms of knowledge transfer.

Organizational capabilities for open innovation in small and medium enterprises in the digital economy go through an affirmation of cultural identity based on trust, tolerance for flaws that translates into a safe area for employees.

Also undergoes develop the capacity to create knowledge from other cultures especially friendly when using Web 2.0 tools.

The organizations should ensure open innovation, based on institutional trust, that interaction with others is formally approved.

Knowledge and valuation staff is an asset to the digital distribution by any organization that will foster the use of new technologies. In this sense, it is an important antecedent to organizational decision to increase the pool of potential recipients of information in the organization. The more receivers there are for external sources of knowledge, more ideas are likely to be valued in the innovation process.

In open innovation processes, especially during ideation, and assimilation of knowledge there are many uncertainties both in the assessment of transaction costs (information integration) or in the analysis or evaluation of potential opportunities for developing business models.

At this point you need to know whether the organization has a culture that is continually aware of their emotional responses to situations of uncertainty and ambiguity.

A culture of open innovation requires a clear negative answer to the temptation to control everything. Instead there should be awareness and intent to know when things should happen without being formally controlling everything.

At the individual level and in dealing with a culture of open innovation, we can talk about personal attributes such as intention and awareness, tolerance for ambiguity, and intrapreneurship, holistic, serendipity, etc.

At the organizational level to promote these individual skills, the organization must:

-The ability to anchor strategically open innovation within the organization and at the mentality of people.

-An ability to consistently and intentionally break the despair of the existing point of view of normality. Things change quickly.

-An ability to develop continuous learning activities.

-An ability to overcome the syndrome of “not invented here.”

-A management style based on participation and commitment.

-A culture of risk awareness organization, which includes acceptance and tolerance of failures.

– An ability to build a foundation of trust to share the same strategic direction.

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Construir uma cultura de inovação aberta

O nível Individual e organizacional

A identificação clara de um problema sempre foi o melhor ponto de partida para a sua resolução.

Como é que pequenas e médias empresas abordam as oportunidades e os riscos apresentados pela inovação aberta?  

Katharina Hoelzle diz que o sucesso das empresas, para essa abordagem, é a combinação bem sucedida de duas dimensões chave:

Estrutural que trata das redes, do processo, dos instrumentos, e dos contratos

Cultural que contempla os incentivos, os obstáculos à inovação, os actores, etc.

Ambas as dimensões são moderadas por factores de contingência.

Para relembrar a dimensão estrutural visite Intuinovare.

As predisposições culturais da organização para a Inovação aberta incluem principalmente aquelas coisas que estão escondidas no mundo tácito das organizações.

Quando falamos de abertura da cultura da organização nalguns temos de pensar nas formas mais facilitadoras de criação de conforto para os colaboradores das organizações.

Em Inovação aberta os limites organizacionais têm de ser permeáveis para com o ambiente externo e por essa razão poder-se-á falar de uma cultura de comunicação aberta que inclui a capacidade de estabelecer uma linguagem, normas e ambientes cognitivos comuns. Só assim será possível estabelecer fluxos de informação que possam livremente circular quer internamente, quer externamente e principalmente de dentro para fora da empresa.

As pessoas são o factor principal num processo de inovação, factor que cresce em importância na Inovação aberta. São as pessoas que dinamizam e são responsáveis pelo uso das tecnologias e pelo resultado dessa utilização em termos de transferência de conhecimento.

As competências organizacionais para a inovação aberta em pequenas e médias empresas na economia digital, passam por uma afirmação de identidade cultural baseada na confiança, com tolerância para falhas que se traduz num território seguro para os colaboradores.

Passa ainda por desenvolver a capacidade de criar conhecimento através de outras culturas amigáveis especialmente ao usar ferramentas de Web 2.0.

As organizações em inovação aberta devem assegurar, com base na confiança institucional, que a interacção com terceiros, é formalmente aprovada.

O conhecimento e a valorização pessoal são uma riqueza que a era digital distribui por qualquer organização que dinamize o uso de novas tecnologias. Neste sentido, é um importante antecedente organizacional a decisão de aumentar o leque de potenciais receptores de informação na organização. Quanto mais receptores houver para as fontes de conhecimento externo, mais ideias provavelmente serão valorizadas no processo de inovação.

Nos processos de inovação aberta, principalmente na fase de ideação, e assimilação de conhecimento há muitas incertezas quer na avaliação de custos de transacção (integração de informação) quer na análise de potencial ou avaliação das oportunidades para o desenvolvimento de modelos de negócios.

Nesta altura é necessário saber se a organização possui uma cultura que é continuamente consciente de suas respostas emocionais a situações de incerteza e ambiguidade.

Uma cultura de inovação aberta exige uma resposta negativa clara à tentação de controlar tudo. Em vez disso deve existir a consciência e a intenção de saber quando as coisas devem acontecer sem estar a controlar formalmente tudo.

Ao nível individual e na abordagem de uma cultura de inovação aberta, podemos falar sobre atributos pessoais como a intenção e consciência, tolerância à ambiguidade, e intraempreendedorismo visão holística, serendipidade, etc.

Ao nível organizacional para promover essas competências individuais, é necessário:

Uma capacidade para ancorar estrategicamente a inovação aberta, dentro da organização e na mentalidade das pessoas.

Uma capacidade de interromper constantemente e intencionalmente o desespero do ponto de vista existente de normalidade.

Uma capacidade para elaborar as actividades de aprendizagem contínua.

Uma a capacidade de superar a síndrome do “Não inventado aqui”.

Uma capacidade para construir uma base de confiança para compartilhar a mesma orientação estratégica.

Um estilo de gestão com base em participação e compromisso

Uma cultura da consciência do risco organizacional, que inclui a aceitação e a tolerância de falhas.

Three levels of confidence

The teams on open innovation are sets of people from different organizations, which jointly develop new products, services or markets.

Organizational diversity facilitates the creation of knowledge, but it may brings some obstructions and prevent the success of open innovation. It is therefore essential to know how people entered in teams, create knowledge in open innovation and what problems they face.

Chesbrough, “Open Innovation”, states that the knowledge and information are two different things. The information has the potential to be used to create knowledge and does not require an expert as opposed to knowledge. Knowledge flows and resides in individuals.

Knowledge flows between firms and is central to many innovations. This knowledge using social networks, whether they are informal or formal and allows organizations to design their projects based on knowledge outside of their internal domains.

Generally accepted knowledge as explicit and tacit, and organizations make the first flow between them, while tacit knowledge is safeguarded to invest in innovation and to meet the needs of its customers and consumers.

One of the major problems in this transfer of knowledge that open innovation faces is the unequal power relations between the organizations involved in innovation processes. It is included, in this class of problems, for example, the transfer of knowledge between universities and companies.

The question is, like said Yochai, how to build a system that allows people a commitment to the emerging social and at the same time maintain their living off it.

We saw today, research and experimentation on the borders of companies and what appears to be an important part in the organizational innovation. Small and very small businesses revolve in an inequality of power, around large companies and often contribute decisively to the success of innovation in these large companies.

What kind of structure should be based on this knowledge sharing, where the inequality of power manifests itself?

How open innovation in the small operators can ensure their economic independence?

The answer to these questions is simple!

–      Building mutual trust.

We found that growth, quantitatively and qualitatively, of people involved in blogs, is extremely significant. This flow of information, it was not possible a few years ago, where only the media could do it. Today is, in many cases, economic independence.

How?

–      Building mutual trust.

By entering the world of organizations must take into account that there are many differences in what we thought possibly on the structures and behavior of organizations.

Organizations have been predominantly two guidelines to act or face more analysis and reliable results or opening to risk and long term.

Building trust in an organization means a work in its interior, leading its leaders to accept interests outside as valid and feasible.

Building trust in leaders from organizations and of different departments or areas of management needs a strong atmosphere of dialogue and a good story.

But to build trust in leaders and organizations in order to promote innovation with external participation, implies a build in us an unshakable confidence of the features of Open Innovation.

Trust yourself!