Innovation in consulting firms: an area to explore

Services are the most representative sector in developed economies due to their contribution to GDP and employment. Consulting firms are classified as part of the Knowledge Intensive Business Services (KIBS) and provide professional services to all types of organizations. Consulting firms usually innovate with their customers and suppliers in a nurturing environment for value co-creation. This environment is project-based, process-oriented and with intensive knowledge exchange among all stakeholders. Based on literature review, it has been found that despite the existence of frameworks for service innovation, none of them have specifically focused on consulting firms. Further implications on this issue are addressed for both academics and practitioners.

Managing diversity in organizations:an integrative model and agenda for future research

The literature on policies, procedures, and practices of diversity management in organizations is currently fragmented and often contradictory in highlighting what is effective diversity management, and which organizational and societal factors facilitate or hinder its implementation. In order to provide a comprehensive and cohesive view of diversity management in organizations, we develop a multilevel model informed by the social identity approach that explains, on the basis of a work motivation logic, the processes by, and the conditions under which employee dissimilarity within diverse work groups is related to innovation, effectiveness, and well-being. Building on this new model, we then identify those work group factors (e.g., climate for inclusion and supervisory leadership), organizational factors (e.g., diversity management policies and procedures, and top management's diversity beliefs), and societal factors (e.g., legislation, socioeconomic situation, and culture) that are likely to contribute to the effective management of diversity in organizations. In our discussion of the theoretical implications of the proposed model, we offer a set of propositions to serve as a guide for future research. We conclude with a discussion of possible limitations of the model and practical implications for managing diversity in organizations. © 2014 Taylor & Francis.

Implementing innovation management in project based firms:a perspective from project management

Project-based firms currently follow an organizational structure whereby all projects are dealt with using a functionalist perspective which is integrated with projects so as to support a project-based structure. Project-based firms are increasingly moving towards the realization that innovation management is an integral part of any organizational strategy and the same is true for project-based firms. Moreover, the current body of knowledge regarding project-based firms does not incorporate any findings regarding the integration or use of innovation management in project management. As a result, it becomes important to research organizations to see how innovation management is applied in organizations and what the perspective is regarding innovation in organizations. Secondly, the question of whether slack resources can contribute to higher levels of innovation must also be researched. It has been a longstanding viewpoint that a lack of resources or limited resources results in higher levels of innovation. This study analyzes these two main viewpoints using qualitative analysis of 12 firms. The findings add to the current literature on innovation in organizations and project based firms while expanding the knowledge on innovation.

Discourse on equality in organizations. A case study of the chemical industry in Tarragona

This paper presents a proposal for analyzing discourses on gender equality in organizations. The research is carried out as a case study, focusing on the chemical industry in Tarragona. To the question: why there are still so many differences between women and men in labour market, despite having multiple tools to avoid inequalities? we propose to focus on discourses of equality to find an answer. The viewpoint that companies have on gender is crucial in enabling policies for equality. To ensure that policies are truly aimed at promoting equality, it is needed a gender approach that nowadays is not widespread in organizations. From these considerations, we present a fourfold typology of discourses on equality in organizations.

Sustainability, creativity and innovation in project management – Model development for assessing organizational performance through projects

Today a number of studies are published on how organizational strategy is developed and how organizations contribute to local and regional development through the realization of these strategies. There are also many articles dealing with the success of a project by identifying the criteria and the factors that influence them. This article introduces the project-oriented strategic planning process that reveals how projects contribute to local and regional development and demonstrates the relationship between this approach and the regional competitiveness model as well as the KRAFT concept. There is a lot of research that focuses on sustainability in business. These studies argue that sustainability is very important to the success of a business in the future. The Project Excellence Model that analyses project success does not contain the sustainability criteria; the GPM P5 standard consists of sustainability components related either to the organizational level. To fill this gap a Project Sustainability Excellence Model (PSEM) was developed. The model was tested by interviews with managers of Hungarian for-profit and non-profit organizations. This paper introduces the PSEM and highlights the most important elements of the empirical analysis.

Roadmapping for technology push and partnership: A contribution for open innovation environments

There are several tools in the literature that support innovation in organizations. Some of the most cited are the so-called technology roadmapping methods, also known as TRM. However, these methods are designed primarily for organizations that adopt the market pull strategy of technology-product integration. Organizations that adopt the technology push integration strategy are neglected in the literature. Furthermore, with the advent of open innovation, it is possible to note the need to consider the adoption of partnerships in the innovation process. Thus, this study proposes a method of technology roadmapping, identified as method for technology push (MTP), applicable to organizations that adopt the technology push integration strategy, such as SMEs and independent research centers in an open-innovation environment. The method was developed through action-research and was assessed from two analytical standpoints: externally, via a specific literature review on its theoretical contributions, and internally, through the analysis of potential users` perceptions on the feasibility of applying MTP. The results indicate both the unique character of the method and its perceived implementation feasibility. Future research is suggested in order to validate the method in different types of organizations (C) 2011 Elsevier Ltd. All rights reserved.

Emotion in organizations: A neglected topic in I/O psychology, But with a bright future

In this chapter we present a review of some of the main threads of research on the role played by emotion and affect in organizations. In this respect, we refute the notion that organizations are totally rational., where the role of emotion is something that can be discounted or 'managed' out of existence.

Emotions in organizations: A multi-level perspective

Recent years have seen an upsurge of interest in the study of emotions in organizations. Research, however, has been hampered by the ephemeral nature of emotions and a lack of an integrated multi-level model. This article therefore presents a five-level model of emotions in organizations. At the lowest level is within-person variation, defined in terms of affective events theory. Levels of the model then proceed through individual, dyadic relationship, group, and organization-wide perspectives. The article also outlines the neurophysiological processes that underlie the experience, perception, and communication of emotion; it concludes with a discussion of implications for research and practice.