東華大學圖書館 |

語系: 繁體中文

說明(常見問題)

回圖書館首頁

手機版館藏查詢

登入

回首頁

切換: 標籤 | MARC模式 | ISBD

Emerging Forces of Innovation: Bridg...

Phlypo, Karla S.

FindBook

Google Book

Amazon

博客來

Emerging Forces of Innovation: Bridging Enterprises and Open Communities of Practice.

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
正題名/作者:	Emerging Forces of Innovation: Bridging Enterprises and Open Communities of Practice./
作者:	Phlypo, Karla S.
面頁冊數:	388 p.
附註:	Source: Dissertation Abstracts International, Volume: 75-02(E), Section: A.
Contained By:	Dissertation Abstracts International75-02A(E).
標題:	Business Administration, Management. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3599402
ISBN:	9781303486449

Emerging Forces of Innovation: Bridging Enterprises and Open Communities of Practice.
Phlypo, Karla S.

Emerging Forces of Innovation: Bridging Enterprises and Open Communities of Practice. - 388 p.

Source: Dissertation Abstracts International, Volume: 75-02(E), Section: A.

Thesis (Ph.D.)--Walden University, 2013.

Most conventional organizations lack the capacity to absorb innovative and creative ideas from employees or external communities, leaving these potential contributors disenchanted and stifled. The purposes of this phenomenological case study were to understand the motivations and perspective of facilitators and members of external creative communities and to document the structural, operational, and managerial aspects of bridging enterprises, defined as emerging organizations designed to provide a space for open creative communities. Graves' existence theory and conventional organization theory formed the conceptual framework for this study. The primary research question determined whether bridging enterprises present a new managerial practice or organizational design that could be used as a model to enhance organizational innovative capacity. Data were gathered on 3 such organizations through cluster analysis of archival forums and interviews. Using Madison's methodology, key outcomes of the data analysis showed that 2 of the 3 bridging organizations had organic enterprise structures and functioned with collaborative self-organizing teams that were reliant on open communities of practice for product ideas and development. Another key finding suggested that individuals seeking creative and innovative outlets could be satisfied by methods from bridging organizations. Recommendations include exploring the applicability of the methods used by bridging organizations to conventional organizations interested in increasing their employees' innovative and creative potential. Bridging organizations also promote positive social change through empowering creative individuals, regardless of age, education, ethnicity, or gender, who feel disenfranchised or disenchanted with mainstream organizations.

ISBN: 9781303486449Subjects--Topical Terms:

626628
Business Administration, Management.

Emerging Forces of Innovation: Bridging Enterprises and Open Communities of Practice.
LDR:02736nam a2200289 4500 001 1963247
005 20140929140131.5
008 150210s2013 ||||||||||||||||| ||eng d
020 $a 9781303486449
035 $a (MiAaPQ)AAI3599402
035 $a AAI3599402
040 $a MiAaPQ $c MiAaPQ
100 1 $a Phlypo, Karla S. $3 2099449
245 1 0 $a Emerging Forces of Innovation: Bridging Enterprises and Open Communities of Practice.
300 $a 388 p.
500 $a Source: Dissertation Abstracts International, Volume: 75-02(E), Section: A.
500 $a Advisers: John Nirenberg; Robert Parent.
502 $a Thesis (Ph.D.)--Walden University, 2013.
520 $a Most conventional organizations lack the capacity to absorb innovative and creative ideas from employees or external communities, leaving these potential contributors disenchanted and stifled. The purposes of this phenomenological case study were to understand the motivations and perspective of facilitators and members of external creative communities and to document the structural, operational, and managerial aspects of bridging enterprises, defined as emerging organizations designed to provide a space for open creative communities. Graves' existence theory and conventional organization theory formed the conceptual framework for this study. The primary research question determined whether bridging enterprises present a new managerial practice or organizational design that could be used as a model to enhance organizational innovative capacity. Data were gathered on 3 such organizations through cluster analysis of archival forums and interviews. Using Madison's methodology, key outcomes of the data analysis showed that 2 of the 3 bridging organizations had organic enterprise structures and functioned with collaborative self-organizing teams that were reliant on open communities of practice for product ideas and development. Another key finding suggested that individuals seeking creative and innovative outlets could be satisfied by methods from bridging organizations. Recommendations include exploring the applicability of the methods used by bridging organizations to conventional organizations interested in increasing their employees' innovative and creative potential. Bridging organizations also promote positive social change through empowering creative individuals, regardless of age, education, ethnicity, or gender, who feel disenfranchised or disenchanted with mainstream organizations.
590 $a School code: 0543.
650 4 $a Business Administration, Management. $3 626628
650 4 $a Business Administration, Entrepreneurship. $3 1026793
650 4 $a Sociology, Social Structure and Development. $3 1017425
690 $a 0454
690 $a 0429
690 $a 0700
710 2 $a Walden University. $b Applied Management and Decision Sciences. $3 1017738
773 0 $t Dissertation Abstracts International $g 75-02A(E).
790 $a 0543
791 $a Ph.D.
792 $a 2013
793 $a English
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3599402