Developing Competencies, Entrepreneurship and Innovation: Tools and Case Study

By Pascale Hardy and Mathias Rossi.

Published by The Organization Collection

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Article: Print $US10.00
Article: Electronic $US5.00

This research study focuses on a mixed-method approach adopted by a Higher Education institution aiming to develop creativity and innovation. The general theoretical framework is the Learning organization, where the competencies to be developed are induced from the strategic positioning of the organisation, in a top-down approach. The institution decided to reposition itself in its competitive environment and to increase its performance. Therefore one key objective was to improve the implication and commitment of staff. In this perspective an organisational change was essential and new types of initiatives were planned and implemented aiming at personal development in order to develop internal leadership and increase external attraction for international academics. The concept of “creative swiping” was at the centre of the vision: in fact this approach built on and transferred in a creative way, a number of best practices existing on the market, to this specific context. The model of Burke-Litwin was chosen as a tool for the theoretical analysis and it was also adopted as a tool for the implementation of change. The research elaborates on the two main instruments used in this approach: the Ekvall questionnaire on the analysis on creative climate and creative problem solving (CPS) workshops. The institution has developed its operational effectiveness and enhanced its capacity building. In fact some key successful results indicate an increase of 30% of team performance and an increase of 50% of organisational performance. On the other hand an increment of stress has been encountered. In conclusion, the paper discusses the pertinence of this kind of approach applied to a higher education organization: is the “creative swiping” method adapted to this particular reality? What are the critical success factors or risks we can learn from this experience?

Keywords: Innovation, Performance, Competencies, Creativity, Development Tools, Knowledge Management, Entrepreneurship

International Journal of Knowledge, Culture and Change Management, Volume 8, Issue 5, pp.139-148. Article: Print (Spiral Bound). Article: Electronic (PDF File; 718.441KB).

Dr. Pascale Hardy

Professor, Department of Business Management and Social Sciences, Swiss Graduate School of Public Administration / University of Applied Sciences Southern Switzerland, Lugano, Switzerland

Since September 2008, Dr. Pascale Hardy (PhD, MBA, MSocSci, MA) is the Academic Coordinator of the Swiss Public Administrator Network. She is also an Associate Professor at the Walden University, School of Management, Minneapolis, USA and supervises PhDs students. She has played a leading role in a number of international research projects, with partners including the European Commission, UN, World Bank, OECD, as well as many other international and national organizations and companies of developed and developing countries. During 1994-2008, she has built a solid and extensive experience in leading and managing international research projects holding different senior positions including professorial at the University of Applied Sciences of Southern Switzerland, the Open University UK, Glion Institute of Higher Education Switzerland, European Network for Communication & Information Perspectives France and European Commission Joint Research Centre Spain. She has also organized a number of international conferences and workshops and is member of the editorial board of several International Journals in the area of Knowledge Management and Change Management. She gained her PhD (2000) in Social Sciences from the Gregoriana University Rome, Italy, her MBA (2005) from the Open University Business School UK. She also holds a Master in Social Sciences (1994) from the University of Brussels and a Master (1992) from the Libera Università di Communicazione e Lingue Italy Her research interests include strategic analysis of ICTs and learning development, capacity building, knowledge management, competences and organizational learning, research strategies, future studies and scenario planning. Dr. Hardy has recently acted as an advisor to the UN on using e-learning and knowledge management strategies to build developing countries’ capacity in climate change negotiations.

Dr. Mathias Rossi

Professor, School of Business Administration, University of Applied Sciences Western Switzerland, Fribourg, Switzerland

Dr. Mathias Rossi (PhD, MBI) is Professor and researcher at the School of Business Administration of the University of Applied Sciences of Western Switzerland in Fribourg. His research interests are in relation of enterprises competences, SMEs, innovation and internationalization process He has led several research projects on these fields. He has published a number of books, journal articles and conference papers on these fields. Dr. Rossi is also a consultant for different organizations on issues related to organisational and competencies management in different sectors.

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