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to the public sector, the household sector, and to the nonprofit organizations serving households. In addition to the relevance of the general definition of innovation, and related innovation indicators, there is the rapid digital transformation in the economy which has implications for innovation and innovation indicators. OECD Innovation Indicators The OECD collects innovation data from participating countries and provides innovation indicators 12 ( OECD, 2020 ). An example is found in a table of innovative firms for the period 2014–2016 for all participating

The Strategic Management of Technology and Innovation Introduction Technology and innovation are strategic concerns because they contribute so centrally to organizational performance and competitiveness. They are major and dynamic sources of value creation, strategic differentiation, and productivity, and they are important elements of what organizations do and how they do them. The strategic management of technology and innovation can facilitate and enable the overall strategy of an organization, and can be its primary component. The key problem of

Bush, T. (2015). Organisation theory in education: How does it inform school leadership? Journal of Organizational Theory in Education , 1 (1), 35–47. Bush, T. , & Middlewood, D. (2013). Leading and managing people in education. London, UK: SAGE. Colin, S. (2004). The impact of organizational culture and person–organization fit on organizational commitment and job satisfaction in Taiwan. Leadership & Organization Development Journal , 25 (7), 592–599. Davenport, T. , & Prusak, L. (2000). Working knowledge- How organizations manage what they know

literature ( Nandan et al., 2019 ). Organizations can use their internal capacities to foster innovation and increase effectiveness. In her model of individual, organizational, and environmental factors related to innovation, Jaskyte ( 2019 ) identifies leadership (executive and board), organizational culture, and organizational structure as work environment factors contributing to innovation. Leadership Practices Organizational effectiveness and innovation are directly related to the effectiveness of the organization’s leadership ( Jaskyte, 2019 ). While

& Saitis, C. (2012). Organisation and administration in education. Athens, Greece: Saiti (in Greek). Saitis, C. , & Saiti, A. (2018). Initiation of educators into educational management secrets. New York: Springer Schein, E. H. (2004). Organizational culture and leadership (3rd ed.). San Francisco: Jossey-Bass. Schneeweiss, C. (1995). Hierarchical structures in organisations: A conceptual framework. European Journal of Operational Research , 86 (1), 4–31. Schneeweiss, C. (1998). Hierarchical planning in organisations: Elements of a general theory

Differences Open innovation Chesbrough ( 2003 ), Laursen and Salter ( 2006 ), Chesbrough et al. ( 2006 ), Dahlander and Gann ( 2010 ) Idea for innovation originates outside organization Crowdsourcing is one specific form of open innovation User-based innovation von Hippel ( 1986 ), Shah ( 2006 ), Shah and Tripsas ( 2007 ) , Agarwal and Shah ( 2014 ) External individuals as a source of innovation External individual innovates on their own, whereas in crowd contests they only provide an input enabling the organization to innovate Wisdom

are only possible with innovation that is defined as “the application of one idea that produces a planned change in educational processes, services, products, then leading to an improvement in learning goals” ( Sein-Echaluce, Fidalgo-Blanco, & Alves, 2017 ). Innovation is “the implementation of a new or significantly improved product or process.” ( Organisation for Economic Co-operation and Development [OECD]/Eurostat, 2005 ). Shen ( 2008 ) indicates that educational change is a continuing process that is necessary to delivering innovation. The center of this change

learning organizations. Children and Schools , 29 (4), 199–208. Busch, M. , & Hostetter, C. (2003). Examining organizational learning for application in human service organizations. Administration in Social Work , 33 (3), 297–318. Cherin, D. , & Meezan, W. (1998). Evaluation as a means of organizational learning. Administration in Social Work , 22 (2), 1–21. Choi. T. , & Chandler, S. M. (2015). Exploration, exploitation and public sector innovation: An organizational learning perspective for the public sector. Human Service Organizations: Management

psychology, and history. Innovation as a phenomenon cuts across these existing disciplines and specializations. Taken together, this multidisciplinary body of knowledge reflects four main overlapping areas of interest related to innovation: (a) the creation of innovations, with particular focus on technology, firms, and networks; (b) the role of wider systematic settings influencing innovation and the role of institutions and organizations in this context; (c) the process of innovation—including how to organize for innovation and how innovations diffuse; and (d) the

Weber, B. A. (1999). A new look at private rates of return to education in Switzerland. Education + Training , 41 (8), 366–373. Notes 1. Such innovation rankings include the Bloomberg Innovation Index (see Jamrisko & Lu, 2020 ), the World Intellectual Property Organization’s Global Innovation Index (see Dutta et al., 2020 ), and the European Commission’s European Innovation Scoreboard (see European Commission, 2020 ). 2. The term “dual apprenticeship-graduates” refers to individuals who have successfully completed a dual VET program

issue: Innovation in emerging markets: The rise of the rest: Hotbeds of innovation in emerging markets. Research-Technology Management , 54 (4), 24–29. Pezzini, M. (2012). An emerging middle class. In R. Tejada (Ed.), OECD yearbook 2012: Better policies for better lives (pp. 64–65). Organisation for Economic Co-operation and Development. Pisoni, A. , Michelini, L. , & Martignoni, G. (2018). Frugal approach to innovation: State of the art and future perspectives. Journal of Cleaner Production , 171 , 107–126. Prabhu, J. (2017). Frugal innovation: Doing

Open Innovation This section discusses the link between OC knowledge collaboration and open innovation. Open innovation is increasingly taking place in communities and outside the boundary of firms. In the Schumpeterian view of innovation, organizations allocate resources to internal innovation activities (e.g., research and development, product development, and commercialization) and sustain those innovation efforts in order to maintain a competitive advantage over competitors. While this closed model of innovation is still dominant in many organizations and

Work and Research. UpSocial, a social innovation organization based in Barcelona and founded in 2010 , maintains a list of websites of global social innovation networks. One of the foremost global organizations devoted to social entrepreneurship and social innovation listed there is Ashoka, founded by social entrepreneur Bill Drayton in 1980 and for which Drayton received a MacArthur Fellowship “genius grant” in 1984. Ashoka is an organizational platform supporting social enterprises, and its rigorous criteria for evaluating enterprises before offering support

equality, or thwart organizational attempts to enhance diversity or inspire innovation. As a result, scholars increasingly suggest that the move from entry to active participation—from newcomer to established member—is likely psychological and requires considering the individual’s as well as the organizational and team perspectives. The fourth stage of organizational socialization is organizational exit and disengagement. It occurs as people move from being organizational insiders to organizational outsiders. Although people often think of organizational exit as a visible