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to change/innovation</title> <meta name="description" content="Search results for: resistance to change/innovation"> <meta name="keywords" content="resistance to change/innovation"> <meta name="viewport" content="width=device-width, initial-scale=1, minimum-scale=1, maximum-scale=1, user-scalable=no"> <meta charset="utf-8"> <link href="https://cdn.waset.org/favicon.ico" type="image/x-icon" rel="shortcut icon"> <link href="https://cdn.waset.org/static/plugins/bootstrap-4.2.1/css/bootstrap.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/plugins/fontawesome/css/all.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/css/site.css?v=150220211555" rel="stylesheet"> </head> <body> <header> <div class="container"> <nav class="navbar navbar-expand-lg navbar-light"> <a class="navbar-brand" href="https://waset.org"> <img src="https://cdn.waset.org/static/images/wasetc.png" alt="Open Science Research Excellence" title="Open Science Research Excellence" /> </a> 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action="https://publications.waset.org/abstracts/search"> <div id="custom-search-input"> <div class="input-group"> <i class="fas fa-search"></i> <input type="text" class="search-query" name="q" placeholder="Author, Title, Abstract, Keywords" value="resistance to change/innovation"> <input type="submit" class="btn_search" value="Search"> </div> </div> </form> </div> </div> <div class="row mt-3"> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Commenced</strong> in January 2007</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Frequency:</strong> Monthly</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Edition:</strong> International</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Paper Count:</strong> 11442</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: resistance to change/innovation</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">11442</span> Resistance to Change as a Lever of Innovation: Case of Tangier, Tetouan and Hoceima Region, Morocco</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Jihane%20Abdessadak">Jihane Abdessadak</a>, <a href="https://publications.waset.org/abstracts/search?q=Hicham%20Achelhi"> Hicham Achelhi</a>, <a href="https://publications.waset.org/abstracts/search?q=Kamal%20Reklaoui"> Kamal Reklaoui</a> </p> <p class="card-text"><strong>Abstract:</strong></p> For any company or organization, change must be natural and binding in order to evolve its business, protect its durability and remain competitive. "Adapt or disappear". But how often managers, leaders or employees develop astonishing ideas that could improve several aspects of the organization and the feedback is less that encouraging and people give unrealistic judgments just to escape change. In this paper, we are going to discuss what we do know about change and resistance to change and what we can do to tame this phenomenon and, above all, the main steps that can follow an idea man in the delicate and decisive implementation of innovations. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=innovation" title="innovation">innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=change" title=" change"> change</a>, <a href="https://publications.waset.org/abstracts/search?q=resistance%20to%20change%2Finnovation" title=" resistance to change/innovation"> resistance to change/innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=barriers%20to%20innovation" title=" barriers to innovation"> barriers to innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=levers%20of%20innovation" title=" levers of innovation"> levers of innovation</a> </p> <a href="https://publications.waset.org/abstracts/50176/resistance-to-change-as-a-lever-of-innovation-case-of-tangier-tetouan-and-hoceima-region-morocco" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/50176.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">296</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">11441</span> A Qualitative Exploration of the Strategic Management of Employee Resistance to Organisational Change</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Muneeb%20Banday">Muneeb Banday</a>, <a href="https://publications.waset.org/abstracts/search?q=Anukriti%20Dixit"> Anukriti Dixit</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Change in organizations is viewed as a conversion process of the organizational functioning. One of the crucial elements of this conversion process is the employee resistance to organizational change. The existing literature on change resistance has generally treated resistance as a barrier or an opportunity for successful implementation of change. However, there is little empirical research exploring how resistance to change is managed. This may be partially due to difficulty in getting information on resistance to change. The top management does not divulge such information to avoid negative evaluation whereas employees face huge risk in sharing information related to resistance. The focus of the study is to understand how the organization under study dealt with the employee resistance to change. The conversion process is a story of how the organization went from one stage to another. We used narrative approach to change. Data was collected data through company visits and interviews. The interviews were transcribed, coded, and themes were identified. We focused on the strands that left huge scope for alternative interpretations than the dominant narrative of change prevalent in the organization. The study reveals that the top management strategically uses the legitimacy of leadership, roles of key employees, and rationality of change to manage resistance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employee%20resistance" title="employee resistance">employee resistance</a>, <a href="https://publications.waset.org/abstracts/search?q=legitimacy%20of%20leadership" title=" legitimacy of leadership"> legitimacy of leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=narrative%20analysis" title=" narrative analysis"> narrative analysis</a>, <a href="https://publications.waset.org/abstracts/search?q=organisational%20change" title=" organisational change"> organisational change</a> </p> <a href="https://publications.waset.org/abstracts/77240/a-qualitative-exploration-of-the-strategic-management-of-employee-resistance-to-organisational-change" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/77240.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">274</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">11440</span> Challenges to Change and Innovation in Educational System</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Felicia%20Kikelomo%20Oluwalola">Felicia Kikelomo Oluwalola</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The study was designed to identify the challenges to change and innovation in educational system in Nigeria. Educational institutions, like all other organizations, require constant monitoring, to identify areas for potential improvement. However, educational reforms are often not well-implemented. This results in massive wastage of finances, human resources, and lost potential. Educational institutions are organised on many levels, from the individual classroom under the management of a single teacher, to groups of classrooms supervised by a Head Teacher or Executive Teacher, to a whole-school structure, under the guidance of the principal. Therefore, there is need for changes and innovation in our educational system since we are in the era of computer age. In doing so, this paper examined the psychology of change, concept of change and innovation with suggested view points. Educational administrators and individuals should be ready to have the challenge of monitoring changes in technologies. Educational planners/policy makers should be encouraged to involve in change process. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=challenges" title="challenges">challenges</a>, <a href="https://publications.waset.org/abstracts/search?q=change" title=" change"> change</a>, <a href="https://publications.waset.org/abstracts/search?q=education" title=" education"> education</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation" title=" innovation "> innovation </a> </p> <a href="https://publications.waset.org/abstracts/15788/challenges-to-change-and-innovation-in-educational-system" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/15788.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">612</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">11439</span> Mechanisms of Cultural Change Resistance through Cultures</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Horaya%20Mostafa%20Ahmed">Horaya Mostafa Ahmed</a> </p> <p class="card-text"><strong>Abstract:</strong></p> All cultures are inherently predisposed to change and, at the same time, to resisting change. There are dynamic processes operating that encourage the acceptance of new ideas and things, while there are others that encourage changeless stability. Despite the dramatic changes that have taken place in all human cultures, there are cultures still steadfast and resist change. These cultures resist through some culture mechanisms like, cultural boundaries, ethnocentrism, religion, and cultural relativity. So this paper is an attempt to discover these mechanisms of cultural change resistance and to ask is cultural change always required. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=cultural%20change" title="cultural change">cultural change</a>, <a href="https://publications.waset.org/abstracts/search?q=cultural%20boundaries" title=" cultural boundaries"> cultural boundaries</a>, <a href="https://publications.waset.org/abstracts/search?q=cultural%20relativity" title=" cultural relativity"> cultural relativity</a>, <a href="https://publications.waset.org/abstracts/search?q=ethnocentrism" title=" ethnocentrism"> ethnocentrism</a>, <a href="https://publications.waset.org/abstracts/search?q=religion" title=" religion"> religion</a>, <a href="https://publications.waset.org/abstracts/search?q=resistance" title=" resistance"> resistance</a> </p> <a href="https://publications.waset.org/abstracts/44362/mechanisms-of-cultural-change-resistance-through-cultures" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/44362.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">340</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">11438</span> Innovation Knowledge Management for Public Sector in the Thailand</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Supattra%20Kanchanopast">Supattra Kanchanopast</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This article presents the process of change for innovation in the Thai public sector in order to create higher client satisfaction. Change management should concern the potentiality of the change agent or leader, the long-term vision or policy (political side) of the organization, the communication within the organization, suitable organizational culture and structure, preparedness of the personnel, and the fitness of the reward system. Sustaining innovation creation is not sophisticated, as traditionally believed. A basic management principle of identifying clarified and motivating goals needs to be followed by creating support systems after implementation and by ensuring the stakeholders’ benefit, derived from the innovation projects. Finally, creating an amiable atmosphere among the practitioners, including effective evaluation and reward schemes, will support the innovation. However, none of these will ever take place unless support is gained from the leaders of those organizations, and from the staff and clients involved also as well. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=change%20management" title="change management">change management</a>, <a href="https://publications.waset.org/abstracts/search?q=client%20satisfaction" title=" client satisfaction"> client satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation%20management" title=" innovation management"> innovation management</a>, <a href="https://publications.waset.org/abstracts/search?q=Thai%20public%20sector" title=" Thai public sector"> Thai public sector</a> </p> <a href="https://publications.waset.org/abstracts/43948/innovation-knowledge-management-for-public-sector-in-the-thailand" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/43948.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">252</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">11437</span> Curriculum Change and Innovation Viewed from Two Different Lenses</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Muqaddas%20Butt">Muqaddas Butt</a>, <a href="https://publications.waset.org/abstracts/search?q=Allah%20Bakhsh%20Malik"> Allah Bakhsh Malik</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The changing educational environment, the diverse educational needs of students, the high expectations from the public, and the policy reports demand a strong change & innovation in the curriculum. Effective change and innovation could not be possible without the involvement of two major tenants i.e. teachers and educational managers. Thus, the locus of this research was to explore the secondary school principals and teachers priorities regarding change and innovation in curriculum. The main research objectives were included to explore the secondary school teachers’ and principals’ views about existing Humanities group curriculum; to identify their priorities regarding change and innovation in curriculum and to make a comparison between the priorities of both (the teachers & principals). A total sample of 150 Secondary school teachers and 24 principals from Federal Government Secondary Schools was drawn. The data was obtained through a five point Likert scale questionnaire. The findings indicated a huge difference between principals and teachers priorities. Related to prevailed curriculum, teachers showed more satisfactory views than principals. It was also found that the principals in comparison with teachers showed more inclination towards change and innovation and emphasized on an interdisciplinary, practical and ICT Integrated curriculum. Inclusion of local environmental issues; creativity based and practical activities based curriculum; and orientation to citizenship education into curriculum were some of the aspects highly prioritized by both teachers and principals. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=curriculum%20change" title="curriculum change">curriculum change</a>, <a href="https://publications.waset.org/abstracts/search?q=curriculum%20innovation" title=" curriculum innovation"> curriculum innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=humanities%20curriculum" title=" humanities curriculum"> humanities curriculum</a>, <a href="https://publications.waset.org/abstracts/search?q=curriculum%20priorities" title=" curriculum priorities"> curriculum priorities</a> </p> <a href="https://publications.waset.org/abstracts/41311/curriculum-change-and-innovation-viewed-from-two-different-lenses" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/41311.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">448</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">11436</span> Disperse Innovation in the Turning German Energy Market</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=J.%20Gochermann">J. Gochermann</a> </p> <p class="card-text"><strong>Abstract:</strong></p> German energy market is under historical change. Turning-off the nuclear power plants and intensive subsidization of the renewable energies causes a paradigm change from big central energy production and distribution to more local structures, bringing the energy production near to the consumption. The formerly big energy market with only a few big energy plants and grid operating companies is changing into a disperse market with growing numbers of small and medium size companies (SME) generating new value-added products and services. This change in then energy market, in Germany called the “Energiewende”, inverts also the previous innovation system. Big power plants and large grids required also big operating companies. Innovations in the energy market focused mainly on big projects and complex energy technologies. Innovation in the new energy market structure is much more dispersed. Increasing number of SME is now able to develop energy production and storage technologies, smart technologies to control the grids, and numerous new energy related services. Innovation is now regional distributed, which is a remarkable problem for the old big energy companies. The paper will explain the change in the German energy market and the paradigm change as well as the consequences for the innovation structure in the German energy market. It will show examples how SME participate from this change and how innovation systems, as well for the big companies and for SME, can be adapted. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=changing%20energy%20markets" title="changing energy markets">changing energy markets</a>, <a href="https://publications.waset.org/abstracts/search?q=disperse%20innovation" title=" disperse innovation"> disperse innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=new%20value-added%20products%20and%20services" title=" new value-added products and services"> new value-added products and services</a>, <a href="https://publications.waset.org/abstracts/search?q=SME" title=" SME "> SME </a> </p> <a href="https://publications.waset.org/abstracts/10443/disperse-innovation-in-the-turning-german-energy-market" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/10443.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">348</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">11435</span> Attitude to the Types of Organizational Change</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=O.%20Y.%20Yurieva">O. Y. Yurieva</a>, <a href="https://publications.waset.org/abstracts/search?q=O.%20V.%20Yurieva"> O. V. Yurieva</a>, <a href="https://publications.waset.org/abstracts/search?q=O.%20V.%20Kiselkina"> O. V. Kiselkina</a>, <a href="https://publications.waset.org/abstracts/search?q=A.%20V.%20Kamaseva"> A. V. Kamaseva</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Since the early 2000s, there are some innovative changes in the civil service in Russia due to administrative reform. Perspectives of the reform of the civil service include a fundamental change in the personnel component, increasing the level of professionalism of officials, increasing their capacity for self-organization and self-regulation. In order to achieve this, the civil service must be able to continuously change. Organizational changes have long become the subject of scientific understanding; problems of research in the field of organizational change is presented by topics focused on the study of the methodological aspects of the implementation of the changes, the specifics of changes in different types of organizations (business, government, and so on), design changes in the organization, including based on the change in organizational culture. In this case, the organizational changes in the civil service are the least studied areas; research of problems of its transformation is carried out in fragments. According to the theory of resistance of Herbert Simon, the root of the opposition and rejection of change is in the person who will resist any change, if it threatens to undermine the degree of satisfaction as a member of the organization (regardless of the reasons for this change). Thus, the condition for successful adaptation to changes in the organization is the ability of its staff to perceive innovation. As part of the problem, the study sought to identify the innovation civil servants, to determine readiness for the development of proposals for the implementation of organizational change in the public service. To identify the relationship to organizational changes case study carried out by the method of "Attitudes to organizational change" of I. Motovilina, which allowed predicting the type of resistance to changes, to reveal the contradictions and hidden results. The advantage of the method of I. Motovilina is its brevity, simplicity, the analysis of the responses to each question, the use of "overlapping" issues potentially conflicting factors. Based on the study made by the authors, it was found that respondents have a positive attitude to change more local than those that take place in reality, such as "increase opportunities for professional growth", "increase the requirements for the level of professionalism of", "the emergence of possible manifestations initiatives from below". Implemented by the authors diagnostics related to organizational changes in the public service showed the presence of specific problem areas, with roots in the lack of understanding of the importance of innovation personnel in the process of bureaucratization of innovation in public service organizations. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=innovative%20changes" title="innovative changes">innovative changes</a>, <a href="https://publications.waset.org/abstracts/search?q=self-organization" title=" self-organization"> self-organization</a>, <a href="https://publications.waset.org/abstracts/search?q=self-regulation" title=" self-regulation"> self-regulation</a>, <a href="https://publications.waset.org/abstracts/search?q=civil%20service" title=" civil service"> civil service</a> </p> <a href="https://publications.waset.org/abstracts/25729/attitude-to-the-types-of-organizational-change" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/25729.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">460</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">11434</span> Numerical Analysis of a Strainer Using Porous Media Technique</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ji-Hoon%20Byeon">Ji-Hoon Byeon</a>, <a href="https://publications.waset.org/abstracts/search?q=Kwon-Hee%20Lee"> Kwon-Hee Lee</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Strainer filter serves to block the inflow of impurities while mixed fluid is entering or exiting the piping. The filter of the strainer has a perforated structure, so that the pressure drop and the velocity change necessarily occur when the mixed fluid passes through the filter. It is possible to predict the pressure drop and velocity change of the strainer by numerical analysis by implementing all the perforated plates. However, if the size of the perforated plate exceeds a certain size, it is difficult to perform the numerical analysis, and sometimes we cannot guarantee its accuracy. In this study, we tried to predict the pressure drop and velocity change by using the porous media technique to obtain the equivalent resistance without actual implementation of the perforation shape of the strainer. Ansys-CFX, a commercial software, is used to perform the numerical analysis. The analysis procedure is as follows. Firstly, the unit pattern of the perforated plate is modeled, and the pressure drop is analyzed by varying the velocity by symmetry of the wall surface. Secondly, since the equation for obtaining resistance is a quadratic equation of pressure having unknown velocity, the viscous resistance and the inertia resistance of the perforated plate are obtained from the relationship between pressure and speed. Thirdly, by using the calculated resistance values, the values are substituted into the flat plate implemented as a two-dimensional porous media, and the accuracy is verified by comparing the pressure drop and the velocity change. Fourthly, the pressure drop and velocity change in the whole strainer are analyzed by using the resistance values obtained on the perforated plate in the actual whole strainer model. Using the porous media technique, it is found that pressure drop and velocity change can be predicted in relatively short time without modeling the overall shape of the filter. Acknowledgements: This work was supported by the Valve Center from the Regional Innovation Center(RIC) Program of Ministry of Trade, Industry & Energy (MOTIE). <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=strainer" title="strainer">strainer</a>, <a href="https://publications.waset.org/abstracts/search?q=porous%20media" title=" porous media"> porous media</a>, <a href="https://publications.waset.org/abstracts/search?q=CFD" title=" CFD"> CFD</a>, <a href="https://publications.waset.org/abstracts/search?q=numerical%20analysis" title=" numerical analysis"> numerical analysis</a> </p> <a href="https://publications.waset.org/abstracts/66362/numerical-analysis-of-a-strainer-using-porous-media-technique" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/66362.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">371</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">11433</span> Educational Innovation and ICT: Before and during 21st Century</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Carlos%20Monge%20L%C3%B3pez">Carlos Monge López</a>, <a href="https://publications.waset.org/abstracts/search?q=Patricia%20G%C3%B3mez%20Hern%C3%A1ndez"> Patricia Gómez Hernández</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Educational innovation is a quality factor of teaching-learning processes and institutional accreditation. There is an increasing of these change processes, especially after 2000. However, the publications about this topic are more associated with ICTs in currently century. The main aim of the study was to determine the tendency of educational innovations around ICTs. The used method was mixed research design (content analysis, review of scientific literature and descriptive, comparative and correlation study) with 649 papers. In summary, the results indicated that, progressively, the educational innovation is associated with ICTs, in comparison with this type of change processes without ICTs. In conclusion, although this tendency, scientific literature must divulgate more kinds of pedagogical innovation with the aim of deepening in other new resources. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=descriptive%20study" title="descriptive study">descriptive study</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20society" title=" knowledge society"> knowledge society</a>, <a href="https://publications.waset.org/abstracts/search?q=pedagogical%20innovation" title=" pedagogical innovation"> pedagogical innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=technologies" title=" technologies"> technologies</a> </p> <a href="https://publications.waset.org/abstracts/10245/educational-innovation-and-ict-before-and-during-21st-century" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/10245.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">485</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">11432</span> Change Management as a Critical Success Factor In E-Government initiatives </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mohammed%20Alassim">Mohammed Alassim </a> </p> <p class="card-text"><strong>Abstract:</strong></p> In 2014, a UN survey stated that: "The greatest challenge to the adoption of whole-of government, which fundamentally rests on increased collaboration, is resistance to change among government actors". Change management has experienced both theoretically and practically many transformation over the years. When organizations have to implement radical changes, they have to encounter a plethora of issues which leads to ineffective or inefficient implementation of change in most cases. 70% of change projects fail because of human issues. It has been cited that” most studies still show a 60-70% failure rate for organizational change projects — a statistic that has stayed constant from the 1970’s to the present.”. E-government involves not just technical change but cultural, policy, social and organizational evolution. Managing change and overcoming resistance to change is seen as crucial in the success of E-government projects. Resistance can be from different levels in the organization (top management, middle management or employees at operational levels). There can be many reasons for resistance including fear of change and insecurity, lack of knowledge and absence of commitment from management to implement the change. The purpose of this study is to conduct in-depth research to understand the process of change and to identify the critical factors that have led to resistance from employees at different levels (top management, Middle management and operational employees) during e-government initiatives in the public sector in Saudi Arabia. The study is based on qualitative and empirical research methods conducted in the public sector in the Kingdom of Saudi Arabia. This research will use triangulation in data method (interview, group discussion and document review). This research will contribute significantly to knowledge in this field and will identify the measures that can be taken to reduce resistance to change, Upon analysis recommendations or model will be offered which can enable decision makers in public sector in Saudi Arabia how to plan, implement and evaluate change in e-government initiatives via change management strategy. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=change%20management" title="change management">change management</a>, <a href="https://publications.waset.org/abstracts/search?q=e-government" title=" e-government"> e-government</a>, <a href="https://publications.waset.org/abstracts/search?q=managing%20change" title=" managing change"> managing change</a>, <a href="https://publications.waset.org/abstracts/search?q=resistance%20to%20change" title=" resistance to change"> resistance to change</a> </p> <a href="https://publications.waset.org/abstracts/38096/change-management-as-a-critical-success-factor-in-e-government-initiatives" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/38096.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">315</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">11431</span> The Relationship between Absorptive Capacity and Green Innovation</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=R.%20Hashim">R. Hashim</a>, <a href="https://publications.waset.org/abstracts/search?q=A.%20J.%20Bock"> A. J. Bock</a>, <a href="https://publications.waset.org/abstracts/search?q=S.%20Cooper"> S. Cooper </a> </p> <p class="card-text"><strong>Abstract:</strong></p> Absorptive capacity generally facilitates the adoption of innovation. How does this relationship change when economic return is not the sole driver of innovation uptake? We investigate whether absorptive capacity facilitates the adoption of green innovation based on a survey of 79 construction companies in Scotland. Based on the results of multiple regression analyses, we confirm that existing knowledge utilisation (EKU), knowledge building (KB) and external knowledge acquisition (EKA) are significant predictors of green process GP), green administrative (GA) and green technical innovation (GT), respectively. We discuss the implications for theories of innovation adoption and knowledge enhancement associated with environmentally-friendly practices. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=absorptive%20capacity" title="absorptive capacity">absorptive capacity</a>, <a href="https://publications.waset.org/abstracts/search?q=construction%20industry" title=" construction industry"> construction industry</a>, <a href="https://publications.waset.org/abstracts/search?q=environmental" title=" environmental"> environmental</a>, <a href="https://publications.waset.org/abstracts/search?q=green%20innovation" title=" green innovation"> green innovation</a> </p> <a href="https://publications.waset.org/abstracts/18052/the-relationship-between-absorptive-capacity-and-green-innovation" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/18052.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">526</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">11430</span> Universe at Zero Second and the Creation Process of the First Particle from the Absolute Void</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Shivan%20Sirdy">Shivan Sirdy</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In this study, we discuss the properties of absolute void space or the universe at zero seconds, and how these properties play a vital role in creating a mechanism in which the very first particle gets created simultaneously everywhere. We find the limit in which when the absolute void volume reaches will lead to the collapse that leads to the creation of the first particle. This discussion is made following the elementary dimensions theory study that was peer-reviewed at the end of 2020; everything in the universe is made from four elementary dimensions, these dimensions are the three spatial dimensions (X, Y, and Z) and the Void resistance as the factor of change among the four. Time itself was not considered as the fourth dimension. Rather time corresponds to a factor of change, and during the research, it was found out that the Void resistance is the factor of change in the absolute Void space, where time is a hypothetical concept that represents changes during certain events compared to a constant change rate event. Therefore, time does exist, but as a factor of change as the Void resistance: Time= factor of change= Void resistance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=elementary%20dimensions" title="elementary dimensions">elementary dimensions</a>, <a href="https://publications.waset.org/abstracts/search?q=absolute%20void" title=" absolute void"> absolute void</a>, <a href="https://publications.waset.org/abstracts/search?q=time%20alternative" title=" time alternative"> time alternative</a>, <a href="https://publications.waset.org/abstracts/search?q=early%20universe" title=" early universe"> early universe</a>, <a href="https://publications.waset.org/abstracts/search?q=universe%20at%20zero%20second" title=" universe at zero second"> universe at zero second</a>, <a href="https://publications.waset.org/abstracts/search?q=Void%20resistant" title=" Void resistant"> Void resistant</a>, <a href="https://publications.waset.org/abstracts/search?q=Hydrogen%20atom" title=" Hydrogen atom"> Hydrogen atom</a>, <a href="https://publications.waset.org/abstracts/search?q=Hadron%20field" title=" Hadron field"> Hadron field</a>, <a href="https://publications.waset.org/abstracts/search?q=Lepton%20field" title=" Lepton field"> Lepton field</a> </p> <a href="https://publications.waset.org/abstracts/140791/universe-at-zero-second-and-the-creation-process-of-the-first-particle-from-the-absolute-void" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/140791.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">202</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">11429</span> Entrepreneurial Leadership and Thriving Innovation Activity</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Olakunle%20Felix%20Adekunle">Olakunle Felix Adekunle</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Innovation has become the key to firm success, and entrepreneurial leadership displayed by the top management team fundamentally drives innovation in firms. This paper discusses findings from an empirical study of factors influencing the success of firms operating in developing economies in an industry where science drives the pace of change. We find that success of firms in such industries depends on thriving innovation activity that in turn is primarily driven by effective entrepreneurial leadership of the top management team. The paper presents the dimensions of entrepreneurial leadership and its linkage to innovation and firm success in the form of testable propositions. Finally, a preliminary theory of firm success in industries where science drives the pace of change is also inducted from this empirical study and presented. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=leadership" title="leadership">leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation" title=" innovation"> innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=firms" title=" firms"> firms</a>, <a href="https://publications.waset.org/abstracts/search?q=economic" title=" economic"> economic</a>, <a href="https://publications.waset.org/abstracts/search?q=efficiency" title=" efficiency"> efficiency</a>, <a href="https://publications.waset.org/abstracts/search?q=industry" title=" industry"> industry</a>, <a href="https://publications.waset.org/abstracts/search?q=resources" title=" resources"> resources</a> </p> <a href="https://publications.waset.org/abstracts/40925/entrepreneurial-leadership-and-thriving-innovation-activity" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/40925.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">325</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">11428</span> The Keys to Innovation: Defining and Evaluating Attributes that Measure Innovation Capabilities</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mohammad%20Samarah">Mohammad Samarah</a>, <a href="https://publications.waset.org/abstracts/search?q=Benjamin%20Stark"> Benjamin Stark</a>, <a href="https://publications.waset.org/abstracts/search?q=Jennifer%20Kindle"> Jennifer Kindle</a>, <a href="https://publications.waset.org/abstracts/search?q=Langley%20Payton"> Langley Payton</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Innovation is a key driver for companies, society, and economic growth. However, assessing and measuring innovation for individuals as well as organizations remains difficult. Our i5-Score presented in this study will help to overcome this difficulty and facilitate measuring the innovation potential. The score is based on a framework we call the 5Gs of innovation which defines specific innovation attributes. Those are 1) the drive for long-term goals 2) the audacity to generate new ideas, 3) the openness to share ideas with others, 4) the ability to grow, and 5) the ability to maintain high levels of optimism. To validate the i5-Score, we conducted a study at Florida Polytechnic University. The results show that the i5-Score is a good measure reflecting the innovative mindset of an individual or a group. Thus, the score can be utilized for evaluating, refining and enhancing innovation capabilities. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Change%20Management" title="Change Management">Change Management</a>, <a href="https://publications.waset.org/abstracts/search?q=Innovation%20Attributes" title=" Innovation Attributes"> Innovation Attributes</a>, <a href="https://publications.waset.org/abstracts/search?q=Organizational%20Development" title=" Organizational Development"> Organizational Development</a>, <a href="https://publications.waset.org/abstracts/search?q=STEM%20and%20Venture%20Creation" title=" STEM and Venture Creation"> STEM and Venture Creation</a> </p> <a href="https://publications.waset.org/abstracts/100675/the-keys-to-innovation-defining-and-evaluating-attributes-that-measure-innovation-capabilities" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/100675.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">169</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">11427</span> The Influence of Psychological Capital Dimensions to Performance through OCB with Resistance to Change as Moderating Variable</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Bambang%20Suko%20Priyono">Bambang Suko Priyono</a>, <a href="https://publications.waset.org/abstracts/search?q=Tristiana%20Rijanti"> Tristiana Rijanti</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study examines the influence of Psychological Capital Dimensions to Organizational Citizenship Behavior. There are four dimensions of Psychological Capital such as hope, optimism, resilience, and self-efficacy. It also tests the moderation effect of Resistance to Change in the relation between Psychological Capital’s dimensions and Organizational Citizenship Behavior, and the influence of Organizational Citizenship Behavior to employees’ performance. The data from the chosen 160 respondents from Public Service Institution is processed using multiple regression and interaction method. The study results in: 1) Hope positively significantly influences Organizational Citizenship Behavior, 2) Optimism positively significantly influences Organizational Citizenship Behavior, 3) Resilience positively significantly influences Organizational Citizenship Behavior, 4) Self-efficacy positively significantly influences Organizational Citizenship Behavior, 5) Resistance to change is moderating variable between hope and Organizational Citizenship Behavior, 6) Resistance to change is moderating variable between self-efficacy and Organizational Citizenship Behavior, 7) Organizational Citizenship Behavior positively significantly influences performance. On the contrary, resistance to change as a moderating variable is proven for hope and resilience. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=organizational%20citizenship%20behavior" title="organizational citizenship behavior">organizational citizenship behavior</a>, <a href="https://publications.waset.org/abstracts/search?q=performance" title=" performance"> performance</a>, <a href="https://publications.waset.org/abstracts/search?q=psychological%20capital%E2%80%99s%20dimensions" title=" psychological capital’s dimensions"> psychological capital’s dimensions</a>, <a href="https://publications.waset.org/abstracts/search?q=and%20resistance%20to%20change" title=" and resistance to change"> and resistance to change</a> </p> <a href="https://publications.waset.org/abstracts/30611/the-influence-of-psychological-capital-dimensions-to-performance-through-ocb-with-resistance-to-change-as-moderating-variable" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/30611.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">685</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">11426</span> The Effect of Change Communication towards Commitment to Change through the Role of Organizational Trust</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Enno%20R.%20Farahzehan">Enno R. Farahzehan</a>, <a href="https://publications.waset.org/abstracts/search?q=Wustari%20L.%20Mangundjaya"> Wustari L. Mangundjaya</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Organizational change is necessary to develop innovation and to compete with other competitors. Organizational changes were also made to defend the existence of the organization itself. Success in implementing organizational change consists of a variety of factors, one of which is individual (employee) who run changes. The employee must have the willingness and ability in carrying out the changes. Besides, employees must also have a commitment to change for creation of the successful organizational change. This study aims to execute the effect of change communication towards commitment to change through the role of organizational trust. The respondents of this study were employees who work in organizations, which have been or are currently running organizational changes. The data were collected using Change Communication, Commitment to Change, and Organizational Trust Inventory. The data were analyzed using regression. The result showed that there is an effect among change communication towards commitment to change which is higher when mediated by organizational trust. This paper will contribute to the knowledge and implications of organizational change, that shows change communication can affect commitment to change among employee if there is trust in the organization. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=change%20communication" title="change communication">change communication</a>, <a href="https://publications.waset.org/abstracts/search?q=commitment%20to%20change" title=" commitment to change"> commitment to change</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20trust" title=" organizational trust"> organizational trust</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20change" title=" organizational change"> organizational change</a> </p> <a href="https://publications.waset.org/abstracts/69139/the-effect-of-change-communication-towards-commitment-to-change-through-the-role-of-organizational-trust" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/69139.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">342</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">11425</span> Research on Sensing Performance of Polyimide-Based Composite Materials</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Rui%20Zhao">Rui Zhao</a>, <a href="https://publications.waset.org/abstracts/search?q=Dongxu%20Zhang"> Dongxu Zhang</a>, <a href="https://publications.waset.org/abstracts/search?q=Min%20Wan"> Min Wan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Composite materials are widely used in the fields of aviation, aerospace, and transportation due to their lightweight and high strength. Functionalization of composite structures is a hot topic in the future development of composite materials. This article proposed a polyimide-resin based composite material with a sensing function. This material can serve as a sensor to achieve deformation monitoring of metal sheets in room temperature environments. In the deformation process of metal sheets, the slope of the linear fitting line for the corresponding material resistance change rate is different in the elastic stage and the plastic strengthening stage. Therefore, the slope of the material resistance change rate can be used to characterize the deformation stage of the metal sheet. In addition, the resistance change rate of the material exhibited a good negative linear relationship with temperature in a high-temperature environment, and the determination coefficient of the linear fitting line for the change rate of material resistance in the range of 520-650℃ was 0.99. These results indicate that the material has the potential to be applied in the monitoring of mechanical properties of structural materials and temperature monitoring of high-temperature environments. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=polyimide" title="polyimide">polyimide</a>, <a href="https://publications.waset.org/abstracts/search?q=composite" title=" composite"> composite</a>, <a href="https://publications.waset.org/abstracts/search?q=sensing" title=" sensing"> sensing</a>, <a href="https://publications.waset.org/abstracts/search?q=resistance%20change%20rate" title=" resistance change rate"> resistance change rate</a> </p> <a href="https://publications.waset.org/abstracts/177700/research-on-sensing-performance-of-polyimide-based-composite-materials" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/177700.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">82</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">11424</span> Study on Principals Using Change Leadership to Promote School Innovation: A Case Study of a Primary School in Taiwan</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Chih-Wen%20Fan">Chih-Wen Fan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Backgrounds/ Research goals : School improvement requires change leadership, which often means discomfort. Principals are the key people that determine the effectiveness of schools. In an era of organization’s pursuit of speed and effectiveness, school administration has to be accountable and innovative. Effective principals work to improve achievement by focusing on the administrative and teaching quality of improvement. However, there is a lack of literature addressing the relevant case studies on school change leadership. This article explores how principals can use change leadership to drive school change. It analyze the driving factors of principal changes in the case school, the beliefs of change leadership, specific methods, and what impact they have. Methods: This study applies the case study research method to the selected primary school located in an urban area for case study, which has achieved excellent performance after reform and innovation. The researchers selected an older primary school located in an urban area that was transformed into a high-performance primary school after changes were enacted by the principal. The selected case was recommended by three supervisors of the Education Department. The case school underwent leadership change by the new principal during his term, and won an award from the Ministry of Education. Total of 8 teachers are interviewed. The data encoding includes interviews and documents. Expected results/ conclusions: The conclusions of the study are, as follows: (1) The influence for Principal Lin's change leadership is from internal and external environmental development and change pressures. (2) The principal's belief in change leadership is to recognize the sense of crisis, and to create a climate of change and demand for change. (3) The principal's specific actions are intended to identify key members, resolve resistance, use innovative thinking, and promote organizational learning. (4) Principal Lin's change leadership can enhance the professional functions of all employees through appropriate authorization. (5) The effectiveness of change leadership lies in teachers' participation in decision-making; the school's reputation has been enhanced through featured courses. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=change%20leadership" title="change leadership">change leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=empowerment" title=" empowerment"> empowerment</a>, <a href="https://publications.waset.org/abstracts/search?q=crisis%20awareness" title=" crisis awareness"> crisis awareness</a>, <a href="https://publications.waset.org/abstracts/search?q=case%20study" title=" case study"> case study</a> </p> <a href="https://publications.waset.org/abstracts/151880/study-on-principals-using-change-leadership-to-promote-school-innovation-a-case-study-of-a-primary-school-in-taiwan" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/151880.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">138</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">11423</span> The Case for Strategic Participation: How Facilitated Engagement Can Be Shown to Reduce Resistance and Improve Outcomes Through the Use of Strategic Models</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Tony%20Mann">Tony Mann</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper sets out the case for involving and engaging employees/workers/stakeholders/staff in any significant change that is being considered by the senior executives of the organization. It establishes the rationale, the approach, the methodology of engagement and the benefits of a participative approach. It challenges the new norm of imposing change for fear of resistance and instead suggests that involving people has better outcomes and a longer-lasting impact. Various strategic models are introduced and illustrated to explain how the process can be most effective. The paper highlights one model in particular (the Process Iceberg® Organizational Change model) that has proven to be instrumental in developing effective change. Its use is demonstrated in its various forms and explains why so much change fails to address the key elements and how we can be more productive in managing change. ‘Participation’ in change is too often seen as negative, expensive and unwieldy. The paper aims to show that another model: UIA=O+E, can offset the difficulties and, in fact, produce much more positive and effective change. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=facilitation" title="facilitation">facilitation</a>, <a href="https://publications.waset.org/abstracts/search?q=stakeholders" title=" stakeholders"> stakeholders</a>, <a href="https://publications.waset.org/abstracts/search?q=buy-in" title=" buy-in"> buy-in</a>, <a href="https://publications.waset.org/abstracts/search?q=digital%20workshops" title=" digital workshops"> digital workshops</a> </p> <a href="https://publications.waset.org/abstracts/163909/the-case-for-strategic-participation-how-facilitated-engagement-can-be-shown-to-reduce-resistance-and-improve-outcomes-through-the-use-of-strategic-models" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/163909.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">109</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">11422</span> Designing a Legal Framework for Social Innovation</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Prapin%20Nuchpiam">Prapin Nuchpiam</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The importance of social innovation has become increasingly significant as the process of developing effective solutions to social problems and being a force of change for people’s better quality of life. In order to promote social innovation, active collaboration between government, business organizations, and the civil society sector is needed. A proper legal framework also plays an important role in building the social innovation ecosystem. Currently, there is no specific law designed for social innovation or a so-called “social innovation law”. One of the legal frameworks for social innovation is the development of hybrid legal forms for social enterprises such as the UK’s Community Interest Company (CIC), the US’s Low-Profit Limited Liability Company (L3C) and the US’s Benefit Corporation (B-Corp), among others. This is because social enterprise is recognized as an organizational form of social innovation with its aim for social benefit goals and the achievement of financial sustainability. Nonetheless, there has been a debate over the differences and similarities between social innovation and social enterprise. Thus, social enterprise law might not fit well with social innovation, resulting in a search for a legal framework specially designed for social innovation. This paper aims to study the interrelationship between social innovation, social enterprise, and the role of law to see whether we need a specific law for social innovation. If so, what should such a legal framework look like? The paper will provide a critical analysis of innovative legal forms for social enterprise as a type of social innovation law. A proper legal framework for social innovation could help promote the sector, which could result in finding new solutions to social problems. It will also bring about a greater common understanding of the exciting development of legal scholarship in this way, which will, in turn, serve as a productive basis or direction for further research on this increasingly important topic. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=social%20innovation" title="social innovation">social innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20enterprise" title=" social enterprise"> social enterprise</a>, <a href="https://publications.waset.org/abstracts/search?q=legal%20framework" title=" legal framework"> legal framework</a>, <a href="https://publications.waset.org/abstracts/search?q=regulation" title=" regulation"> regulation</a> </p> <a href="https://publications.waset.org/abstracts/174610/designing-a-legal-framework-for-social-innovation" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/174610.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">95</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">11421</span> Partner Selection for Innovation Projects Related to New Product Concept Design</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Odd%20Jarl%20Borch">Odd Jarl Borch</a>, <a href="https://publications.waset.org/abstracts/search?q=Marina%20Z.%20Solesvik"> Marina Z. Solesvik</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The paper analyses partner selection approaches related to large scale R&D-based innovation projects at the different stages of development. We emphasize innovation projects in the maritime value chain and how partners are selected to improve quality according to high spec customer demands, and to reduce investment costs on new production technology such as advanced offshore service vessels. We elaborate on the differences in innovation approach and especially the role that purposive inflows and outflows of knowledge from external partners may be used to accelerate internal innovation. We present three cases related to different projects in terms of specificity and scope. We explore how the partner selection criteria change over time when the goals move from wide scope to a very specific R&D tasks. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=partner%20selection" title="partner selection">partner selection</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation" title=" innovation"> innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=offshore%20industry" title=" offshore industry"> offshore industry</a>, <a href="https://publications.waset.org/abstracts/search?q=concept%20design" title=" concept design"> concept design</a> </p> <a href="https://publications.waset.org/abstracts/12171/partner-selection-for-innovation-projects-related-to-new-product-concept-design" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/12171.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">515</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">11420</span> Study on the Influence of Different Lengths of Tunnel High Temperature Zones on Train Aerodynamic Resistance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Chong%20Hu">Chong Hu</a>, <a href="https://publications.waset.org/abstracts/search?q=Tiantian%20Wang"> Tiantian Wang</a>, <a href="https://publications.waset.org/abstracts/search?q=Zhe%20Li"> Zhe Li</a>, <a href="https://publications.waset.org/abstracts/search?q=Ourui%20Huang"> Ourui Huang</a>, <a href="https://publications.waset.org/abstracts/search?q=Yichen%20Pan"> Yichen Pan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> When the train is running in a high geothermal tunnel, changes in the temperature field will cause disturbances in the propagation and superposition of pressure waves in the tunnel, which in turn have an effect on the aerodynamic resistance of the train. The aim of this paper is to investigate the effect of the changes in the lengths of the high-temperature zone of the tunnel on the aerodynamic resistance of the train, clarifying the evolution mechanism of aerodynamic resistance of trains in tunnels with high ground temperatures. Firstly, moving model tests of trains passing through wall-heated tunnels were conducted to verify the reliability of the numerical method in this paper. Subsequently, based on the three-dimensional unsteady compressible RANS method and the standard k-ε two-equation turbulence model, the change laws of the average aerodynamic resistance under different high-temperature zone lengths were analyzed, and the influence of frictional resistance and pressure difference resistance on total resistance at different times was discussed. The results show that as the length of the high-temperature zone LH increases, the average aerodynamic resistance of a train running in a tunnel gradually decreases; when LH = 330 m, the aerodynamic resistance can be reduced by 5.7%. At the moment of maximum resistance, the total resistance, differential pressure resistance, and friction resistance all decrease gradually with the increase of LH and then remain basically unchanged. At the moment of the minimum value of resistance, with the increase of LH, the total resistance first increases and then slowly decreases; the differential pressure resistance first increases and then remains unchanged, while the friction resistance first remains unchanged and then gradually decreases, and the ratio of the differential pressure resistance to the total resistance gradually increases with the increase of LH. The results of this paper can provide guidance for scholars who need to investigate the mechanism of aerodynamic resistance change of trains in high geothermal environments, as well as provide a new way of thinking for resistance reduction in non-high geothermal tunnels. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=high-speed%20trains" title="high-speed trains">high-speed trains</a>, <a href="https://publications.waset.org/abstracts/search?q=aerodynamic%20resistance" title=" aerodynamic resistance"> aerodynamic resistance</a>, <a href="https://publications.waset.org/abstracts/search?q=high-ground%20temperature" title=" high-ground temperature"> high-ground temperature</a>, <a href="https://publications.waset.org/abstracts/search?q=tunnel" title=" tunnel"> tunnel</a> </p> <a href="https://publications.waset.org/abstracts/179282/study-on-the-influence-of-different-lengths-of-tunnel-high-temperature-zones-on-train-aerodynamic-resistance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/179282.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">67</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">11419</span> Models of Innovation Processes and Their Evolution: A Literature Review</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Maier%20Dorin">Maier Dorin</a>, <a href="https://publications.waset.org/abstracts/search?q=Maier%20Andreea"> Maier Andreea</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Today, any organization - regardless of the specific activity - must be prepared to face continuous radical changes, innovation thus becoming a condition of survival in a globalized market. Not all managers have an overall view on the real size of necessary innovation potential. Unfortunately there is still no common (and correct) understanding of the term of innovation among managers. Moreover, not all managers are aware of the need for innovation. This article highlights and analyzes a series of models of innovation processes and their evolution. The models analyzed encompass both the strategic level and the operational one within an organization, indicating performance innovation on each landing. As the literature review shows, there are no easy answers to the innovation process as there are no shortcuts to great results. Successful companies do not have a silver innovative bullet - they do not get results by making one or few things better than others, they make everything better. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=innovation" title="innovation">innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation%20process" title=" innovation process"> innovation process</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20success" title=" business success"> business success</a>, <a href="https://publications.waset.org/abstracts/search?q=models%20of%20innovation" title=" models of innovation"> models of innovation</a> </p> <a href="https://publications.waset.org/abstracts/6877/models-of-innovation-processes-and-their-evolution-a-literature-review" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/6877.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">401</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">11418</span> Resistances among Sexual Offenders on Specific Stage of Change</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Chang%20Li%20Yu">Chang Li Yu</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Resistances commonly happened during sexual offenders treatment program (SOTP), and removing resistances was one of the treatment goals on it. Studies concerning treatment effectiveness relied on pre- and post-treatment evaluations, however, no significant difference on resistance revealed after treatment, and the above consequences generally contributed to the low motivation for change instead. Therefore, the aim of this study was to investigate the resistance across each stage of change among sexual offenders (SO). The present study recruited prisoned SO in Taiwan, excluding those with literacy difficulties; finally, 272 participants were included. Of all participants completed revised version of URICA (University of Rhode Island Change Assessment) and resistance scale specifically for SO. The former included four stages of change: pre-contemplation (PC), contemplation (C), action (A), and maintain (M); the later composed eight types of resistance: system blaming, victims blaming, problems with treatment alliance, social justification, hopelessness, isolation, psychological reactance, and passive reactance. Both of the instruments were with well reliability and validity. Descriptive statistics and ANOVA were performed. All of 272 participants, age under 25 were 18(6.6%), 25-39 were 133(48.9%), 40-54 were 102(37.5%), and age over 55 were 19(7.0%); college level and above were 53(19.5%), high school level were 110(40.4%), and under high school level were 109(40.1%); first offended were 117(43.0%), and recidivist were 23(8.5%). Further deleting data with missing values and invalid questionnaires, SO with stage of change on PC were 43(18.9%), C were 109(47.8%), A were 70(30.7%), and on M were 6(2.6%). One-way ANOVA showed significant differences on every kind of resistances, excepting isolation and passive reactance. Post-hoc analysis showed that SO with different stages had their main resistance. There are two contributions to the present study. First, this study provided a clinical and theoretical measurement of evaluation that was never used in the past. Second, this study used an evidence-based methodology to prove a clinical perspective differed from the past, suggesting that resistances to treatment on SO appear the whole therapeutic process, when SO progress into the next stage of change, clinicians have to deal with their main resistance for working through the therapy. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=resistance" title="resistance">resistance</a>, <a href="https://publications.waset.org/abstracts/search?q=sexual%20offenders%20treatment%20program%20%28SOTP%29" title=" sexual offenders treatment program (SOTP)"> sexual offenders treatment program (SOTP)</a>, <a href="https://publications.waset.org/abstracts/search?q=motivation%20for%20change" title=" motivation for change"> motivation for change</a>, <a href="https://publications.waset.org/abstracts/search?q=prisoned%20sexual%20offender" title=" prisoned sexual offender"> prisoned sexual offender</a> </p> <a href="https://publications.waset.org/abstracts/70207/resistances-among-sexual-offenders-on-specific-stage-of-change" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/70207.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">245</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">11417</span> Breakthrough Innovation Thinking Technology of a Conglomerate for Next Generation Plan</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Dongkyu%20Lee">Dongkyu Lee</a>, <a href="https://publications.waset.org/abstracts/search?q=Doan-Quoc%20Hoan"> Doan-Quoc Hoan</a>, <a href="https://publications.waset.org/abstracts/search?q=Soomi%20Shin"> Soomi Shin</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this study is to suggest the Value Innovation type Breakthrough Innovation which is a Big Thinking Process that realizes a creative idea for the next generation innovation Master Plan of a company. The BI based on the PVI methodology is believed to contribute to the launching of a new business, the acquisition of new markets, and the development of an innovative management process. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=value" title="value">value</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation" title=" innovation"> innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=breakthrough%20innovation" title=" breakthrough innovation"> breakthrough innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=Korean%20firm" title=" Korean firm"> Korean firm</a> </p> <a href="https://publications.waset.org/abstracts/31367/breakthrough-innovation-thinking-technology-of-a-conglomerate-for-next-generation-plan" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/31367.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">600</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">11416</span> The Impact of Total Quality Management Practices on Innovation: An Empirical Study</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Oumayma%20Tajouri">Oumayma Tajouri</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The relationship between total quality management (TQM) practices and innovation is conflictual. Some scholars suggest that TQM has an effect on incremental improvement and would not lead to innovation and creativity. The purpose of this paper is to analyse the association between TQM and different types of innovation. Our goal is to examine to what extent the implementation of TQM practices is indeed supporting innovation in the Tunisian ISO 9001 certified industries. Using a self-administered survey to sample ISO9001 certified industry companies, this study examines five hypotheses and tests the relation between TQM practices and innovation. The principal finding of this study is that TQM has significant and positive effects on innovation in the Tunisian context. The results support that TQM has an influence on incremental, radical, and administrative innovation. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=total%20quality%20management" title="total quality management">total quality management</a>, <a href="https://publications.waset.org/abstracts/search?q=incremental%20innovation%20product%20and%2Fservice" title=" incremental innovation product and/service"> incremental innovation product and/service</a>, <a href="https://publications.waset.org/abstracts/search?q=radical%20innovation%20%20product%2Fservice" title=" radical innovation product/service"> radical innovation product/service</a>, <a href="https://publications.waset.org/abstracts/search?q=incremental%20innovation%20process" title=" incremental innovation process"> incremental innovation process</a>, <a href="https://publications.waset.org/abstracts/search?q=radical%20innovation%20%20process" title=" radical innovation process"> radical innovation process</a>, <a href="https://publications.waset.org/abstracts/search?q=administrative%20innovation" title=" administrative innovation"> administrative innovation</a> </p> <a href="https://publications.waset.org/abstracts/147719/the-impact-of-total-quality-management-practices-on-innovation-an-empirical-study" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/147719.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">158</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">11415</span> Grassroots Innovation for Greening Bangladesh's Urban Slums: The Role of Local Agencies</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Razia%20Sultana">Razia Sultana</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The chapter investigates the roles of local Non-Governmental Organisations (NGOs) and Community Based Organisations (CBOs) in climate change adaptation through grassroots innovation in urban slums in Dhaka, Bangladesh. The section highlights green infrastructure as an innovative process to mitigate the challenges emanating from climate change at the bottom of the pyramid. The research draws on semi-structured in-depth interviews with 11 NGOs and 2 CBOs working in various slums in Dhaka. The study explores the activities of local agencies relating to urban green infrastructure (UGI) and its possible mitigation of a range of climate change impacts: thermal discomfort, heat stress, flooding and the urban heat island. The main argument of the chapter is unlike the Global North stakeholders’ activities relating to UGI in cities of the Global South have not been expanded on a large scale. Moreover, UGI as a risk management strategy is underutilised in the developing countries. The study finds that, in the context of Bangladesh, climate change adaptation through green infrastructure in cities is still nascent for local NGOs and CBOs. Mostly their activities are limited to addressing the basic needs of slum communities such as water and sanitation. Hence urban slum dwellers have been one of the most vulnerable groups in that they are deprived of the city’s basic ecological services. NGOs are utilizing UGI in an innovative way despite various problems in slums. For instance, land scarcity and land insecurity in slums are two key areas where UGI faces resistance. There are limited instances of NGOs using local and indigenous techniques to encourage slum dwellers to adopt UGI for creating sustainable environments. It is in this context that the paper is an attempt to showcase some of the grassroots innovation that NGOs are currently adopting in slums. Also, some challenges and opportunities are discussed to address UGI as a strategy for climate change adaptation in slums. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=climate%20change%20adaptation" title="climate change adaptation">climate change adaptation</a>, <a href="https://publications.waset.org/abstracts/search?q=green%20infrastructure" title=" green infrastructure"> green infrastructure</a>, <a href="https://publications.waset.org/abstracts/search?q=Dhaka" title=" Dhaka"> Dhaka</a>, <a href="https://publications.waset.org/abstracts/search?q=slums" title=" slums"> slums</a>, <a href="https://publications.waset.org/abstracts/search?q=NGOs" title=" NGOs"> NGOs</a> </p> <a href="https://publications.waset.org/abstracts/82275/grassroots-innovation-for-greening-bangladeshs-urban-slums-the-role-of-local-agencies" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/82275.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">153</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">11414</span> Systematic Examination of Methods Supporting the Social Innovation Process</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mariann%20Veresne%20Somosi">Mariann Veresne Somosi</a>, <a href="https://publications.waset.org/abstracts/search?q=Zoltan%20Nagy"> Zoltan Nagy</a>, <a href="https://publications.waset.org/abstracts/search?q=Krisztina%20Varga"> Krisztina Varga</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Innovation is the key element of economic development and a key factor in social processes. Technical innovations can be identified as prerequisites and causes of social change and cannot be created without the renewal of society. The study of social innovation can be characterised as one of the significant research areas of our day. The study’s aim is to identify the process of social innovation, which can be defined by input, transformation, and output factors. This approach divides the social innovation process into three parts: situation analysis, implementation, follow-up. The methods associated with each stage of the process are illustrated by the chronological line of social innovation. In this study, we have sought to present methodologies that support long- and short-term decision-making that is easy to apply, have different complementary content, and are well visualised for different user groups. When applying the methods, the reference objects are different: county, district, settlement, specific organisation. The solution proposed by the study supports the development of a methodological combination adapted to different situations. Having reviewed metric and conceptualisation issues, we wanted to develop a methodological combination along with a change management logic suitable for structured support to the generation of social innovation in the case of a locality or a specific organisation. In addition to a theoretical summary, in the second part of the study, we want to give a non-exhaustive picture of the two counties located in the north-eastern part of Hungary through specific analyses and case descriptions. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=factors%20of%20social%20innovation" title="factors of social innovation">factors of social innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=methodological%20combination" title=" methodological combination"> methodological combination</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20innovation%20process" title=" social innovation process"> social innovation process</a>, <a href="https://publications.waset.org/abstracts/search?q=supporting%20decision-making" title=" supporting decision-making"> supporting decision-making</a> </p> <a href="https://publications.waset.org/abstracts/135702/systematic-examination-of-methods-supporting-the-social-innovation-process" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/135702.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">155</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">11413</span> Policy Innovation and its Determinants: A Literature Review</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Devasheesh%20Mathur">Devasheesh Mathur</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The presentation reviews the literature on the phenomenon of policy innovation. Policy innovation refers to a shift in the way policy is made or executed. The paper covers comprehensively on the definition and also the various types of policy innovations. The emphasis is on the antecedents or the determinants of innovation in policies. The author has then made an effort to discover the knowledge gap in the field of policy innovation so as to identify the future scope of research. The objective is to lend more clarity in the area of policy innovation and help in creating a framework for policy-makers as well as academics. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=literature%20review" title="literature review">literature review</a>, <a href="https://publications.waset.org/abstracts/search?q=policy%20innovation" title=" policy innovation"> policy innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=determinants" title=" determinants"> determinants</a>, <a href="https://publications.waset.org/abstracts/search?q=antecedents" title=" antecedents"> antecedents</a> </p> <a href="https://publications.waset.org/abstracts/31540/policy-innovation-and-its-determinants-a-literature-review" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/31540.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 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