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Internal Support (internal + support)
Selected AbstractsBreaking the cycle of marketing disinvestment: using market research to build organisational alliancesINTERNATIONAL JOURNAL OF NONPROFIT & VOLUNTARY SECTOR MARKETING, Issue 1 2001John H. Hanson Many marketers find their programmes fall victim to disinvestment, both financial and psychological. While most marketers are avid students of consumer psychology, they tend to overlook the dynamics of organisational psychology, just as the literature on market orientation often fails to emphasise the organisational identity politics and power struggles that frustrate marketing. Discussions of market orientation focus on leadership and team-building issues, favouring highly visible cases of organisational success at the expense of analysing common factors in marketing failure, many of them grounded in organisational psychology. Allied with knowledge of organisational epistemology, market research can be used as a critical resource in marketers' internal marketing programmes to strengthen market orientation. Ongoing collaborative market research can build positive organisational alliances that contribute to the internal support needed to sustain a successful marketing programme. Copyright © 2001 Henry Stewart Publications [source] Translating Research into Clinical Practice: Making Change HappenJOURNAL OF AMERICAN GERIATRICS SOCIETY, Issue 11 2004Elizabeth H. Bradley PhD Objectives: To describe the process of adoption of an evidence-based, multifaceted, innovative program into the hospital setting, with particular attention to issues that promoted or impeded its implementation. This study examined common challenges faced by hospitals implementing the Hospital Elder Life Program (HELP) and strategies used to address these challenges. Design: Qualitative study design based on in-depth, open-ended telephone interviews. Setting: Nine hospitals implementing HELP throughout the United States. Participants: Thirty-two key staff members (physician, nursing, volunteer, and administrative staff) who were directly involved with the HELP implementation. Measurements: Staff experiences implementing the program, including challenges and strategies they viewed as successful in overcoming challenges of implementation. Results: Six common challenges faced hospital staff: (1) gaining internal support for the program despite differing requirements and goals of administration and clinical staff, (2) ensuring effective clinician leadership, (3) integrating with existing geriatric programs, (4) balancing program fidelity with hospital-specific circumstances, (5) documenting positive outcomes of the program despite limited resources for data collection and analysis, and (6) maintaining the momentum of implementation in the face of unrealistic time frames and limited resources. Strategies perceived to be successful in addressing each challenge are described. Conclusion: Translating research into clinical practice is challenging for staff across disciplines. Developing strategies to address common challenges identified in this study may facilitate the adoption of innovative programs within healthcare organizations. [source] Transformational Leadership and Organizational Innovation: The Roles of Internal and External Support for Innovation,THE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 3 2009Lale 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] Discrete singular convolution and its application to the analysis of plates with internal supports.INTERNATIONAL JOURNAL FOR NUMERICAL METHODS IN ENGINEERING, Issue 8 2002Part 1: Theory, algorithm Abstract This paper presents a novel computational approach, the discrete singular convolution (DSC) algorithm, for analysing plate structures. The basic philosophy behind the DSC algorithm for the approximation of functions and their derivatives is studied. Approximations to the delta distribution are constructed as either bandlimited reproducing kernels or approximate reproducing kernels. Unified features of the DSC algorithm for solving differential equations are explored. It is demonstrated that different methods of implementation for the present algorithm, such as global, local, Galerkin, collocation, and finite difference, can be deduced from a single starting point. The use of the algorithm for the vibration analysis of plates with internal supports is discussed. Detailed formulation is given to the treatment of different plate boundary conditions, including simply supported, elastically supported and clamped edges. This work paves the way for applying the DSC approach in the following paper to plates with complex support conditions, which have not been fully addressed in the literature yet. Copyright © 2002 John Wiley & Sons, Ltd. [source] | ||||||||||