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Organizational innovation: a systemic approach
International Review of Sociology ( IF 1.0 ) Pub Date : 2018-09-02 , DOI: 10.1080/03906701.2018.1529072
Emilia Ferone 1 , Davide Pietroni 1 , Sara Petroccia 1 , Angel Antonio Alberto 2
Affiliation  

ABSTRACT Since, Vilfredo Pareto formulated what later became Pareto’s principle (also referred to as the 80/20 or 90/10 principle, see Koch [2008. The 80/20 Principle: The Secret to Achieving More with Less. New York: Doubleday] and Kiyosaki [2011. Rich Dad's Guide to Investing: What the Rich Invest In, That the Poor and Middle Class Do Not!. Jackson: Perseus Distribution] for example), which emphasizes the importance of empowering innovation not by improving the new just for the new’s sake but by reducing obsolescence. For example, some studies (Pitasi, A., & Ferone, E. (2008). Il tempo zero del desiderio. Milano: McGraw-Hill) have shown that a Roger’s innovation cycle (R) can improve its speed (S) by cutting Williamson’s transactional costs (W) as much as possible, i.e. S = R/W. This paper focuses on a three-level analysis of the evolution of Pareto’s principle up to its ‘less is more’ version. Micro-level: It consists of dyads and/or small groups and requires a psycho-social approach, which is more micro than micro. Meso-level: It relies on middle-range studies and encompasses mainly single, specific organizations; it requires theoretical tools such as R. Macro-level: The objects in this level are national/supranational political and economic organizational notions such as Kuznets’ ccle or Schumpeter’s cycle. The sections of this paper are structured top-down, from macro to psycho-social, according to Elias’ (2010. The Civilizing Process: Sociogenetic and Psychogenetic Investigations. Hoboken: Blackwell Publisher) concept of process. The paper is based upon the assumption that openness to change is different at each level. The aim is twofold; on one hand, the goal is to provide a better comprehension of organizational change phenomena and on the other, we aimed to develop a social practical capability to overcome the hurdles that can stop or slow down innovation processes.

中文翻译:

组织创新:系统方法

摘要 由于 Vilfredo Pareto 制定了后来成为帕累托原则的内容(也称为 80/20 或 90/10 原则,参见 Koch [2008. 80/20 原则:用更少的钱获得更多的秘密。纽约:双日]和 Kiyosaki [2011. 富爸爸的投资指南:富人投资什么,穷人和中产阶级不投资!例如杰克逊:珀尔修斯分布]),其中强调了赋予创新权力的重要性,而不是仅仅为了新的缘故,但通过减少过时。例如,一些研究 (Pitasi, A., & Ferone, E. (2008). Il tempo zero del desiderio. Milano: McGraw-Hill) 表明罗杰的创新周期 (R) 可以通过以下方式提高其速度 (S)尽可能减少威廉姆森的交易成本(W),即 S = R/W。本文重点对帕累托原理到其“少即是多”版本的演变进行了三个层次的分析。微观层面:它由二元组和/或小组组成,需要一种心理社会方法,这比微观更微观。中层:它依赖于中层研究,主要包括单一的、特定的组织;它需要R等理论工具。 宏观层面:这一层面的对象是国家/超国家政治和经济组织概念,如库兹涅茨的ccle或熊彼特的周期。根据 Elias (2010. The Civilizing Process: Sociogenetic and Psychogenic Investigations. Hoboken: Blackwell Publisher) 的过程概念,本文的各个部分是自上而下的结构,从宏观到社会心理。该论文基于这样一个假设,即每个级别的变革开放程度都不同。目标是双重的;一方面,我们的目标是更好地理解组织变革现象,另一方面,我们的目标是培养一种社会实践能力,以克服可能阻止或减缓创新进程的障碍。
更新日期:2018-09-02
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