This research intends to explore innovation at an individual level, but in a context, where the roles and functions of an organization appear eminent either as promoters or inhibitors of innovation.
Child care centres (CCC) are referred to here as organizations. However, this study limits its focus to child care centers (CCC) of commercial in nature, where value creation through services becomes essential for sustainability.
However, child care centers (CCC) focuses on a challenge to identify either opportunities to grab, or threats to deter, which helps CCC either to consolidate strengths, or to overcome weaknesses (Kaplan, R., & Norton, D. 1992). This approach is usually known as SWOT analysis (Kaplan, R., & Norton, D. 1992) required for …show more content…
These practices are: (i) decision process; (ii) tolerance; (iii) incentives; (iv) responsibilities; (v) relationships; (vi) openness; (vii) learning; (viii) culture; (ix) job satisfaction; (x) job security; and (xi) training & career (Davila, T., Epstein, M. J., & Shelton, R. D., 2012). However, the overall impact of these organizational practices on child care workers’ cognitive and emotional factors mainly depends on the perceived value of these practices, which is directly linked to individuals’ personality and perception. Therefore, the actual effect of organizational roles and functions in the process of innovation either as a promoter or an inhibitor can be identified by assessing these organizational practices in a continuum (Annex 2) based on child care workers’ …show more content…
For example, if a CCW scales a challenge +3 (in a continuum of +5 to -5) towards ambiguity, at least four different possible approaches may generate, such as: (a) CCW may give up the challenge due to the lack of required attributable-qualities; (b) CCW may accept the challenge due to organizational practices, and community interests; (c) CCW finds the challenge interesting because of its ambiguous nature, but fails to focus due to the lack of time; (d) CCW may find the challenge interesting, but unwilling to accept because of bad mood,
Child care centres (CCC) are referred to here as organizations. However, this study limits its focus to child care centers (CCC) of commercial in nature, where value creation through services becomes essential for sustainability.
However, child care centers (CCC) focuses on a challenge to identify either opportunities to grab, or threats to deter, which helps CCC either to consolidate strengths, or to overcome weaknesses (Kaplan, R., & Norton, D. 1992). This approach is usually known as SWOT analysis (Kaplan, R., & Norton, D. 1992) required for …show more content…
These practices are: (i) decision process; (ii) tolerance; (iii) incentives; (iv) responsibilities; (v) relationships; (vi) openness; (vii) learning; (viii) culture; (ix) job satisfaction; (x) job security; and (xi) training & career (Davila, T., Epstein, M. J., & Shelton, R. D., 2012). However, the overall impact of these organizational practices on child care workers’ cognitive and emotional factors mainly depends on the perceived value of these practices, which is directly linked to individuals’ personality and perception. Therefore, the actual effect of organizational roles and functions in the process of innovation either as a promoter or an inhibitor can be identified by assessing these organizational practices in a continuum (Annex 2) based on child care workers’ …show more content…
For example, if a CCW scales a challenge +3 (in a continuum of +5 to -5) towards ambiguity, at least four different possible approaches may generate, such as: (a) CCW may give up the challenge due to the lack of required attributable-qualities; (b) CCW may accept the challenge due to organizational practices, and community interests; (c) CCW finds the challenge interesting because of its ambiguous nature, but fails to focus due to the lack of time; (d) CCW may find the challenge interesting, but unwilling to accept because of bad mood,