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External Support (external + support)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	60%

Selected Abstracts

Transformational Leadership and Organizational Innovation: The Roles of Internal and External Support for Innovation,

THE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 3 2009
Lale Gumusluo
Leadership has been suggested to be an important factor affecting innovation. A number of studies have shown that transformational leadership positively influences organizational innovation. However, there is a lack of studies examining the contextual conditions under which this effect occurs or is augmented. Therefore, this study aimed to investigate the impact of transformational leadership on organizational innovation and to determine whether internal and external support for innovation as contextual conditions influence this effect. Organizational innovation was conceptualized as the tendency of the organization to develop new or improved products or services and its success in bringing those products or services to the market. Transformational leadership was hypothesized to have a positive influence on organizational innovation. Furthermore, this effect was proposed to be moderated by internal support for innovation, which refers to an innovation supporting climate and adequate resources allocated to innovation. Support received from external organizations for the purposes of knowledge and resource acquisition was also proposed to moderate the relationship between transformational leadership and organizational innovation. To test these hypotheses, data were collected from 163 research and development (R&D) employees and managers of 43 micro- and small-sized Turkish entrepreneurial software development companies. Two separate questionnaires were used to collect the data. Employees' questionnaires included measures of transformational leadership and internal support for innovation, whereas managers' questionnaires included questions about product innovations of their companies and the degree of support they received from external institutions. Organizational innovation was measured with a market-oriented criterion developed specifically for developing countries and newly developing industries. Hierarchical regression analysis was used to test the hypothesized effects. The results of the analysis provided support for the positive influence of transformational leadership on organizational innovation. This finding is significant because this positive effect was identified in micro- and small-sized companies, whereas previous research focused mainly on large companies. In addition, external support for innovation was found to significantly moderate this effect. Specifically, the relationship between transformational leadership and organizational innovation was stronger when external support was at high levels than when there was no external support. This study is the first to investigate and empirically show the importance of this contextual condition for organizational innovation. The moderating effect of internal support for innovation, however, was not significant. This study shows that transformational leadership is an important determinant of organizational innovation and encourages managers to engage in transformational leadership behaviors to promote organizational innovation. In line with this, transformational leadership, which is heavily suggested to be a subject of management training and development in developed countries, should also be incorporated into such programs in developing countries. Moreover, this study highlights the importance of external support in the organizational innovation process. The results suggest that technical and financial support received from outside the organization can be a more important contextual influence in boosting up innovation than an innovation-supporting internal climate. Therefore, managers, particularly of micro- and small-sized companies, should play external roles such as boundary spanning and should build relationships with external institutions that provide technical and financial support. The findings of this study are especially important for managers of companies that plan to or currently operate in countries with developing economies. [source]

A Bargaining Theory of Minority Demands: Explaining the Dog that Did not Bite in 1990s Yugoslavia

INTERNATIONAL STUDIES QUARTERLY, Issue 4 2004
Erin Jenne
This article develops a general theory of bargaining between a minority, its host state, and outside lobby actor to explain why minorities shift their demands from affirmative action to cultural autonomy to secessionism and back, often in the absence of clear economic or security incentives. This paper uses a simple game tree model to show that if a minority believes that it enjoys significant support from a powerful national homeland or other external actor, it radicalized its demands against the host state, even if the center has credibly committed to protect minority rights. Conversely, if a minority believes that it enjoys no external support, then it will accommodate the host state, even in the presence of significant majority repression. As a general theory of claim-making, this model challenges structural theories of demands that rely on static economic differences or historical grievances to explain claim-making. It also challenges security dilemma arguments that hold that minority radicalization is mainly a function of ethnic fears. The model's hypotheses are tested using longitudinal analysis of Hungarians in Vojvodina during the 1990s, as the Yugoslav dog that "barked but did not bite." Careful examination of claim-making in this case demonstrates the superior explanatory power of the ethnic bargaining model as compared with dominant theories of minority mobilization in the literature. [source]

The effect of development interventions on the use of indigenous range management strategies in the Borana Lowlands in Ethiopia

LAND DEGRADATION AND DEVELOPMENT, Issue 4 2008
S. Homann
Abstract In the last three decades, the Borana rangelands of Southern Ethiopia have been deteriorating due to unsustainable utilization. This paper analyses the changes in indigenous range management among the Borana pastoralists and the role of development interventions. The fieldwork was carried out during 2000,2002, following a severe drought. Two locations, Dida Hara and Web, that once were part of a large grazing system with seasonally distinct herd movements, experienced differences in development interventions. Indigenous range management strategies and pastoralists' current use of key strategies before and after the last drought were compared based on pastoralists' information about land-use change collected through participatory appraisals, land-use mapping, and household surveys. Priorities for future interventions were discussed in multi-stakeholder workshops. Water development in rainy season grazing areas such as Dida Hara has resulted in year-round grazing and expansion of permanent encampments. This has affected the traditional dry-season areas like Web because it interrupted the organization of rangeland management. Herd mobility became less applicable and traditional land-use classifications have lost their function in range management. The introduction of government-imposed administration disturbed the indigenous institutional networks and negotiation procedures for controlled herd movements. Aggravated by human population growth, this reinforces a higher and more permanent grazing pressure, leading to the deterioration of rangelands. Despite the disturbance of pastoralists' range management practices considerable technical and management capabilities prevail. Innovative development approaches should integrate indigeneous knowledge-based (IK) strategies and formal legislation, but this requires strong external support and official recognition from the Ethiopian Government. Copyright © 2007 John Wiley & Sons, Ltd. [source]

Jump-Starting Collaboration: The ABCD Initiative and the Provision of Child Development Services through Medicaid and Collaborators

PUBLIC ADMINISTRATION REVIEW, Issue 3 2008
Carolyn Berry
Many policy problems require governmental leaders to forge vast networks beyond their own hierarchical institutions. This essay explores the challenges of implementation in a networked institutional setting and incentives to induce coordination between agencies and promote quality implementation. It describes the national evaluation of the Assuring Better Child Health and Development program, a state-based program intended to increase and enhance the delivery of child development services for low-income children through the health care sector, using Medicaid as its primary vehicle. Using qualitative evaluation methods, the authors found that all states implemented programs that addressed their stated goals and made changes in Medicaid policies, regulations, or reimbursement mechanisms. The program catalyzed interagency cooperation and coordination. The authors conclude that even a modest level of external support and technical assistance can stimulate significant programmatic change and interorganizational linkages within public agencies to enhance provision of child development services. [source]