Overcoming resistance to change in business innovation processes

This paper summarizes the experience gained in dealing with resistance to change appeared in the companies when they develop innovative processes related to the adoption of new technologies, tools, equipment, infrastructure and methodologies. Technological innovation is rapidly absorbed by society on a personal level. But at the enterprise level, resistance to innovation can occur at any hierarchical level of the company and may appear with different intensity. Depending on the type of enterprise, the hierarchical level of the employee, the intensity of resistance and other factors, the measures taken are different. In this paper we summarize our experience in the cataloging of the resistance to innovation in terms of impact on workers and showing how technology education and business training can help overcome these resistance forces. This paper describes the experience acquired over 22 projects deployed in the period 2005 to 2011 and that has affected a total of 264 workers of different cultural, technological, business and hierarchical levels.

Innovation in public services: the case of Spanish local government

The present paper aims to determine the level of implementation of innovations in Spanish local government as well as to identify which types of innovations are most common. The paper also considers the link between innovative behavior and organizational size. However, since innovations cannot occur as isolated phenomena but rather as a part of corporate strategy, the study compares the innovative behavior of the local governments analyzed with their typologies or strategic profiles. In order to achieve the aforementioned aims, the paper uses a survey of the Human Resource Managers of Town Halls in the largest Spanish municipalities. The results of this survey show that the most frequent innovations in the local governments analyzed are collaborative; the largest town halls show more propensities to innovate and they focus on external relationships which are collaborative and on the basis on Information and Communication Technologies. The study reconfirms that town halls with a prospective profile are the most innovative.

Organizational design, quality management and competitive advantage in hotels

Purpose – The aim of this study is to examine the relationship between practices of quality management (QM) and the characteristics of organizational design, and QM and competitive advantage. Design/methodology/approach – The study uses a partial least squares approach to test these relationships in 350 hotels in Spain. Findings – The findings show that QM influences specialization, formalization and interdepartmental interactions, and that QM practices influence both cost and differentiation competitive advantage. The results also indicate the importance of QM strategic and operational systems as practices that have a key impact on the characteristics of organizational design. Similarly, the QM operational system is key in the relationship between QM and cost competitive advantage. Finally, the QM operational, information and strategic systems positively influence differentiation competitive advantage. Practical implications – When hotels adopt QM practices, there will be significant changes in a number of organizational variables, including specialization, formalization and interdepartmental interactions. This paper provides empirical evidence that QM practices improve both cost and differentiation competitive advantage in the hotel industry. Originality/value – There has been little research on the effects of QM on organizational design in the hotel industry. The contribution of this paper is that analyze the effects of QM on organizational design and competitive advantage, extending knowledge about these issues in a specific sector.