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Digital transformation is considered a source of competitive advantage and improved organisational performance. Within the public sector, leaders anticipate digital transformation to help them improve transparency and accountability, and stakeholders' participation in public decision-making. At the same time, the accelerated adoption of digital technologies within the sector has also made information an important asset. Thus, the effectiveness of the information security management put in place determines whether an organisation can realise the benefits of successful digital transformation. Adopting a mixed-method approach (13 interviews and an online survey with 128 information security experts), this study identified various antecedents of effective information security management, i.e., leadership skills and attitudes, organisational culture, organisational structure, IT governance, IT alignment, and human resource management practices. Partial Least Structural Equation Modelling technique was adopted to test the proposed theoretical model and hypothesised causal relationships. [ABSTRACT FROM AUTHOR]

Background: In a competition for scarce resources, higher education institutions in developing countries have lost to other priorities. The article examines specific barriers to innovation in the higher education context. A thorough understanding and removal of these impediments paves a way to innovation in developing countries, specifically Zimbabwe. Objectives: Firstly, the study sought to evaluate the barriers to innovation in higher education and secondly recommend strategies to improve the innovation capabilities of the institutions. Method: A survey strategy was adopted to collect data from 240 purposefully selected academics at four state universities in Zimbabwe with a 66.6% response rate. Results: The results indicate that the lack of funding for research is the biggest barrier to innovation in higher education with a 46% representation. Along the same spectrum, the lack of incentives is also another barrier with an account of 21% of the participants who participated. The organisational structure is also a pertinent barrier with 24% representation. Lastly, the organisational culture accounts 9% of the participants. Conclusion: Adequate resource allocation and funding is crucial to the success and transformation of the higher education system. Implementing policies that align with the strategic goals of the institutions is imperative to bring about innovation not only in Zimbabwe but also in other developing countries too. Contribution: Higher education institutions should provide adequate funding for research and reassess their organisational cultures and structures for them to be on the cutting edge. [ABSTRACT FROM AUTHOR]

Background: Despite the increasing interest and investment in big data analytics (BDA), many organisations find the implementation and use of the tools challenging. This is attributed to the cumbersome nature of some of the tools. Objectives: From both business and academic domains, this study sets out to provide a model that enables, supports, and makes the selection and use of BDA tools easier. Method: The qualitative methods from the perspective of an interpretive approach were employed in the study. The actor-network theory (ANT) was applied as a lens to underpin the phenomenon being studied and gain a deeper understanding of why things happen in the way that they confusedly do, in the selection and subsequent use of BDA tools. Results: The research revealed that five factors, organisational requirements, top-down versus bottom-up approach, the role of stakeholders, the usefulness of BDA, and organisational structure, primarily influence the selection and use of BDA tools in organisations. Conclusion: Empirically, the factors bring fresh perspectives to support the decision in appropriately managing BDA deployment for organisational purposes. Contribution: The main contribution of this study lies in the use of the decisions support model, to practically and theoretically provide a guide for managers in the organisation, in selecting BDA for decision support purposes. From an academic perspective, the study contributes to the advancement in the use of ANT for analysis in information system (IS) research. [ABSTRACT FROM AUTHOR]

The three national collections of the Evangelical Church of Hungary – the Evangelical National Archives, the Evangelical National Library and the Evangelical National Museum – preserve and provide about 90% of the evangelical collection assets. The needs related to collections in the 21st century have presented evangelicals with various challenges, so from 2014 onwards, not only renovation and relocation was initiated, but also the renewal of infrastructure and the search for answers to internal and external public collection challenges. At the end of 2016, the Evangelical Church’s leaders finally saw an opportunity for renewal in the integration of the national collections. At the end of 2016, the maintenance authority established the Evangelical National Collection, which began its operations as an internal ecclesiastical legal entity under the leadership of a director on 1 February 2017. The article describes the initial steps of the integrated operation, the strengths and potential of the cooperation between the three collection units, and the experiences of the past years. [ABSTRACT FROM AUTHOR]

Background: Many state-owned enterprises (SOEs) in South Africa face the serious problem of knowledge-unfriendly organisational cultures, structures and human resource management (HRM) practices that hinder the reduction of the risks associated with tacit knowledge loss. Objective: The article examines the role of HRM in facilitating knowledge-driven organisational cultures and structures for the reduction of tacit knowledge loss in South African SOEs. Methods: The study deployed an exploratory sequential mixed methods research design to examine the role of HRM in facilitating organisational cultures and structures that are supportive of knowledge management (KM). In the qualitative phase, data were collected through interviews with 20 purposively selected HR managers in nine SOEs. In the quantitative phase, a questionnaire was distributed to 585 randomly selected employees in three state-owned companies. The instrument was considered reliable with a Cronbach's alpha of 0.94 and a response rate of 25%. Results: The research findings revealed that a majority of organisational cultures and structures in SOEs did not facilitate or assist to propel and support KM activities, behaviours and practices. On a positive note, human resource managers acknowledge that they have a crucial role to play in influencing culture management and structural designs in their companies to boost KM activities, behaviours and cultures. Conclusion: Numerous SOEs did not exhibit certain knowledge-driven behaviours and cultures because of a lack of structures to drive KM. Human resource managers did not exert their role in driving and influencing such knowledge-based behaviours, cultures and structures to lessen potential tacit knowledge loss. [ABSTRACT FROM AUTHOR]

Despite many studies that examined the relationship between organisational learning and organisational culture, none examined whether the levels of learning differ within a given organisation and if so, what factors lead to this difference. This article is based upon a study on organisational learning and investigates the relationship among organisational learning, culture and structure. Quantitative research was conduct on organisational learning practices in 17 medical departments of a large hospital in Israel. Three main categories of variables were examined: mapping the learning mechanisms, characterising the organisational culture and examining the organisational structure of various departments. Organisational learning was measured by means of a set of organisational learning mechanisms used in each medical department. Because data were collected from individuals, it was necessary to control and overcome self-report and common method bias. Reverse scoring of items, the use of variation in wording of items and guaranteeing anonymity to respondents helped control common method bias. As expected, it was found that those departments do differ one from the others by the extent to which organisational learning mechanisms are systematically used. The article further presents and discusses the effects of some structural and cultural factors upon levels of organisational learning on those departments. Both the method and the results of this research differ from previous studies of organisational learning; thus, the article sheds a new light on the concept of organisational learning. The study points to the importance and need of organisations to adopt a culture that encourages use of these organisational learning mechanisms to create effective and ongoing organisational learning. Increasing awareness among hospital departments of organisational learning as an essential process for coping with environmental change is also an important practical contribution. [ABSTRACT FROM AUTHOR]

Background: The productivity of healthcare institutions is impacted by the nursing workforce and plays a vital role in the provision of effective and efficient patient care. Knowledge management plays a vital role in nursing practice. This study seeks to extend the frontier of knowledge by addressing the paucity of literature on knowledge management in nursing care delivery in Nigeria. Objectives: The study empirically identified crucial knowledge management enablers from extant literature and investigated their influence on patient care in clinical nursing. Method: A cross-sectional survey design using a stratified sampling method was employed. A self-administered questionnaire was used to collect quantitative data from 196 registered nurses in a selected teaching hospital in South West Nigeria. A total of 186 valid responses were analysed using structural equation modelling (SEM). Result: The result of this study indicated that there is a direct and significant relationship between information technology (IT) and patient care. Organisational structure and organisational culture did not directly affect patient care. However, together with IT support, the knowledge management enablers were found to significantly affect patient care in clinical nursing. Conclusion: There is a need for nursing management to develop a flexible organisational structure and knowledge friendly culture including the implementation of functional technical infrastructure, to leverage knowledge management effectiveness in patient care in teaching hospitals in order to facilitate and strengthen service delivery by nurses. [ABSTRACT FROM AUTHOR]

Copyright of Vjesnik Bibliotekara Hrvatske is the property of Croatian Library Association and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Even though change is implemented for positive reasons, employees often resist to change. The purpose of this paper is to provide a new perspective to the analysis of organisational learning and change, including organisational readiness to change and supervisory support during a planned organisational change in a Brazilian organisation. Survey data were collected during the change and the research presents how perceptions of individuals (N = 160) can influence decisively on resistance or adherence to change. Results show there is commitment to change, emergent learning is encouraged by creating opportunities for informal sharing of knowledge and experience and the formal organisational structure facilitates learning, adaptation, and change. Sufficient opportunities are provided for staff to learn how to make use of available information and communication technologies for learning and knowledge sharing. The results present a set of issues to be managed in order to increase the chances of success of ongoing changes. [ABSTRACT FROM AUTHOR]

This research identified the factors creating hindrance in the knowledge sharing process in engineering organisations. The population consisted of employees from different sectors including manufacturing, textile, chemical, civil and agriculture. A survey method was employed for the study and data was collected through a questionnaire using a Likert scale. The returned questionnaires were 623 out of 1200. The respondents were graduate engineers, DAEs and technical workers. The most dominant factor was communication among employees followed by trust, task interdependence, organisational structure, reward and recognition, and attitude. It was also found that there was significant difference in the impact of knowledge sharing factors on knowledge sharing due to gender and job level of employees which depicts the presence of vertical organisation structure and gender biasness. The findings of the study will give a direction to the organisations to work on significant factors that create hindrance in the way of knowledge sharing. [ABSTRACT FROM AUTHOR]

The purpose of this paper is to examine linkages amongst Organisational leadership, organisational structure, organisational culture and organisational citizenship behaviour (OCB) provide a framework that helps to understand, predict, and control factors affecting firm's knowledge management architecture. The paper examines the researchers conducted in the domain of knowledge management and proposes a framework to be used by the organisations to increase organisational growth and sustainability. Here, we propose a framework wherein four propositions concerning the inclination of organisations using different cultural styles, organisational structures, and organisational leadership and OCB have for the key KM processes in the organisation. However, an empirical study should be carried out to ascertain the effect of the proposed framework on knowledge management across organisations. The study incorporates the linkages among relevant organisational and individual level variables for developing a knowledge management architecture for organisations. [ABSTRACT FROM AUTHOR]

Copyright of Treaties & Documents / Razprave in Gradivo is the property of Institut za Narodnostna Vprasanja and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of Contributions to Contemporary History / Prispevki za Novejšo Zgodovino is the property of Prispevki za Novejso Zgodovino and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

As developing countries move from policy to implementing adaptation to climate change, formal operational structures are emerging that exceed the expertise of any one actor. We refer to these arrangements as ‘meta-organisations’ that comprise many autonomous component organisations tackling adaptation. The meta-organisations set standards, define purposes, and specify appropriate means-ends criteria for delivering adaptation. Using empirical data from the three cases, Nepal, Pakistan and Ghana, the study identifies and analyses six attributes of the meta and component organisational structures. We argue that organisational structures are crucial to understanding adaptation, specifying policy and implementation. Our analysis demonstrates that while each country promotes similar objectives, the emerging structures are quite distinct, shaped by country-specific attributes and issues that lead to different outcomes. Nepal’s priority for a formal process has come at the cost of delayed implementation. Pakistan’s devolved approach lacks legitimacy to scale up the process nationally. Ghana’s use of existing decentralised structures and budgets relegates adaptation below other development priorities. These divergent structures arise from the different needs for legitimacy and accountability, and the relative priority attached to adaptation against other needs. [ABSTRACT FROM AUTHOR]

This paper explores human resource management practices in the university sector with a specific focus on talent pools and talent management more generally. The paper defines talent management in the context of the university sector and then explores its interdependence with organisational strategy, the metrics used to measure academic performance and current day-to-day management practices. The paper critiques the current situation for lacking a clear alignment between organisational strategy and how academic talent is recruited, developed, retained and rewarded. It is argued that talent management can provide a conceptual framework to enhance performance over the long term by coalescing a university's strategy with its performance metrics and day-to-day management systems. [ABSTRACT FROM AUTHOR]

The true structure of an organisation is as much related to inter-social group networks as it is the departmental structure that defines the organisation's hierarchical tree. This paper proposes a novel methodology for building a model to represent the true functional and organisational structure within an organisation by using holistically, a combination of social network analysis and group model building techniques. It is described how the methodology may be used as useful way to capture the current organisational state and its value is displayed and discussed through a case study of applying the methodology to private engineering firm Parker. [ABSTRACT FROM AUTHOR]

Objective: this study examined midwives' perceptions of organisational structures and processes of care when working in a caseload model (Midwifery Group Practice MGP) for socially disadvantaged and vulnerable childbearing women. Design: this study used Donabedian's theoretical framework for evaluating the quality of health care provision. Of the 17 eligible midwives, 15 participated in focus group discussions and two others provided written comments. Thematic analysis was guided by three headings; clinical outcomes, processes of care and organisational structure. Findings: midwives believed they provided an excellent service to socially disadvantaged and vulnerable childbearing women. Midwives gained satisfaction from working in partnership with women, working across their full scope of practice, and making a difference to the women. However the midwives perceived the MGP was situated within an organisation that was hostile to the caseload model of care. Midwives felt frustrated and distressed by a lack of organisational support for the model and a culture of blame dominated by medicine. A lack of material resources and no identified office space created feelings akin to 'homelessness'. Together these challenges threatened the cohesiveness of the MGP and undermined midwives' ability to advocate for women and keep birth normal. Key conclusions: if access to caseload midwifery care for women with diverse backgrounds and circumstances is to be enhanced, then mechanisms need to be implemented to ensure organisational structures and processes are developed to sustain midwives in the provision of 'best practice' maternity care. Implications for practice: women accessing midwifery caseload care have excellent maternal and newborn outcomes. However there remains limited understanding of the impact of organisational structures and processes of care on clinical outcomes. [ABSTRACT FROM AUTHOR]

While previous literature focused on firm-level new product introduction rate that is brought by firm-level non-localised search, this measure may not be able to reflect the effects of non-localised search on multinational corporations (MNCs) because of their geographically dispersed organisational structure. We argue that for large MNCs the pattern of intra-firm knowledge flows would offer further insight into the effects of geographically dispersed non-localised search on the MNC as a whole. By differentiating intra-firm knowledge outflows from a subsidiary to the headquarters (namely vertical outflows) and those to peer subsidiaries (namely horizontal outflows), we are able to show one mechanism, through which the MNC with its spatial organisational structure could enjoy the benefits of non-localised search at a subsidiary-level. This study bridges organisational learning literature and MNC literature, and the findings have implications on knowledge management strategies of the MNC. [ABSTRACT FROM AUTHOR]

We analyse acquisition and collaboration as two dimensions underlying hybrid enterprise structures. Two two-period games with discounting conceptualise firm creation path-dependently, compared with one simultaneous game. The impact of organisational boundary changes via imposing required processes on acquired units is assessed, alongside the impact of new acquired units on the organisation's priorities. The organisation's incentive to enhance operational standardisation increases ceteris paribus with the specification diversity among the units within the organisation under certain conditions. Units within an organisation are less prone to acquire new units, the more the mean specification preference of inside units deviates from the mean specification preference of non-acquired units for specification that can be expected to become standardised subsequently. Conversely, inside units are more likely to acquire new units before choosing collaboration, the more mean specification preference of inside units deviates from the mean preference of non-acquired units for specifications that have already been harmonised. [ABSTRACT FROM AUTHOR]

Introduction: The recruitment, retention and training of mental health workers is of major concern in rural Australia, and the Gippsland region of Victoria is no exception. Previous studies have identified a number of common factors in these workforce difficulties, including rurality, difficulties of access to professional development and training, and professional and personal isolation. However, those previous studies have often focused on medicine and been based on the perspectives of practitioners, and have almost ignored the perspectives of managers of rural mental health services. The study reported in this article sought to contribute to the development of a more sustainable and effective regional mental health workforce by complementing earlier insights with those of leading administrators, managers and senior clinicians in the field. Methods: The study took a qualitative approach. It conducted semi-structured in-person interviews with 24 managers of health/mental-health services and senior administrators and clinicians working in organisations of varying sizes in the public and private sectors. Thematic content analysis of the transcribed interviews identified core difficulties these managers experienced in the recruitment, retention and training of employees. Results: The study found that some of the issues commonly resulting in difficulties in recruiting, retaining and developing a trained workforce in rural areas, such as rurality (implying personal and professional isolation, distances to deliver service and small organisations) and a general shortage of trained personnel, are significant in Gippsland. Through its focus on the perspectives of leaders in the management of rural mental health services, however, the study found other key issues that contribute to workforce difficulties. Many, including the unattractive nature of mental health work, the fragmented administration of the mental health system, short-term and tied funding, and shortcomings in training are external to organisations. Interviewees indicated that these issues make it difficult for organisations to support personnel in ways that enhance personal and professional satisfaction and so retention and, in turn, the capacity to recruit new employees. Participants also highlighted issues internal to the organisation. The tensions that flow from the systemic forces require highly creative leadership to negotiate the numerous policy changes, diverse sources of funding, training regimens, worker cohorts and models of care. Managers must nurture the capacity of their own organisation to respond flexibly to the demands, by establishing a responsive culture and structure. They must also encourage the collaboration of their other organisations in their sub-regional grouping and the development of a regional sensibility. Conclusion: The approach taken by the study, particularly its focus on a management perspective, revealed that the difficulties experienced are the product of a core tension between a growing demand for mental health care, emerging specialities and technological advances in the field, and a diminished systemic capacity to support organisations in meeting the demand. Resolving this core tension is a key to the maintenance of a sustainable and effective workforce in Gippsland, and the role of management is crucial to that resolution. [ABSTRACT FROM AUTHOR]

An abstract of the article "Architectural features of Knowledge Management success organisations," by Gyeung-Min Kim and Eun-Sook Kil is presented.

Dynamic organisational fit is a complex construct of relations among organisation and environmental level change over time. Our conceptual model of dynamic organisational fit assumes a positive effect of industry (IEC) and macro environmental change (MEC) on the implementation of organic organisational (OOA) and mechanistic network structure changes (MNA), which further have a positive impact on efficiency (EFFI) and effectiveness (EFFA). We used data for 236 Slovenian firms employing more than 50 employees. The impact of IEC and MEC through OOA and MNA on organisational efficiency (EFFI) and eff ectiveness (EFFE) is empirically tested with the structural equation modelling (SEM) technique. In general, the hypothesised dynamic organisational fit model is verified. The empirical results confirm that IEC has a direct positive impact only on MNA (and not on OOA), while MEC has a direct positive impact only on OOA (and not on MNA); OOA has a direct positive impact on organisational efficiency (EFFI), while MNA does not. MNA only impacts on organisational performance indirectly, through OOA. EFFI has a direct positive impact on EFFE. The empirical results also revealed the strong interdependence between MEC and IEC and between OOA and MNA. SEM analysis also managed to reveal several hidden characteristics of organisation-environment co-evolution. For instance, the macro environment is a more important determinant of organisational structure adaptations than the industry environment, while network structure adaptations depend more on industry-specific factors. [ABSTRACT FROM AUTHOR]

Copyright of DYNA - Ingeniería e Industria is the property of Publicaciones Dyna SL and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Bottom lines and codes provide a corporation with guidelines for dealing with the inside and outside world. Bottom lines have the oldest papers through Frederic Taylor's Scientific Management, dated beginning 20th century. Codes came into existence in its midst with the emerging sustainability agenda, referring both to technical detail and human judgement. Corporate codes present themselves as a policy document with collective rules handed down by way of a top-down approach. Since an effective code is dependent on the motivation of individual employees, this article proposes the additional view of a bottom-up approach. By sharing values in concrete work employees become co-owners of the code. Top-down and bottom-up approaches thus emerge in a complementary relationship. A relevant organisational context would be a parallel structure of action and reflection, thus facilitating balanced thinking in the sustainability domain and contributing to an ‘ethical calibre’ or ‘moral standard’ of a corporation. [ABSTRACT FROM AUTHOR]

This paper discusses the professional issue of changes to the organisational structure of the allied health service, at Auckland District Health Board (ADHB) as it has impacted upon physiotherapists. It traces the initial steps of a journey on which ADHB hospital-based allied health professionals embarked to support a vision of interdisciplinary and client centred work practises for all professional groups. While this project leveraged learnings from existing experience and literature, ADHB's scale, organisational culture and the limited timeframe created unique problems and solutions. A significant change management process was undertaken for hospital-based allied health staff, to restructure the work environment from the traditional single discipline departments to a mixed model of an allied health division supported by a clearly defined professional leadership structure. This work is contextualised within the New Zealand health-care environment and the organisation, providing a model of allied health structure that supports the individual professional disciplines as well as positioning allied health professionals to further develop interprofessional skills to meet complex consumer health needs. [ABSTRACT FROM AUTHOR]

This study investigates the role of decentralised structure and managers’ need for achievement as antecedents of participative budgeting, and the impact of the concurrent relationships of all three preceding variables on organisational commitment. Ninety-one managers from the Australian hotel industry participated in the study and data were analysed using path analysis. Direct and positive relationships were found between the two antecedent variables: decentralised structure and managers’ need for achievement, and participative budgeting. Participative budgeting, in turn, was found to have a direct and positive relationship with organisational commitment. The results of the study have implications for the design of effective management control processes and for human resource management of hospitality organisations. [Copyright &y& Elsevier]

This paper describes our experience in developing a teaching case study in organisational behaviour using a postpositivist approach. We problematise the perception that the teaching case is a positivist method, and instead argue that they are well-suited to a critical management education. We believe that case studies accomplish four tasks relevant to critical management education: they facilitate a critical understanding of relevant theory; illustrate the power and potential of organisational theory to explain and understand organisational failures; they encourage students to understand the limitations of the managerial perspectives on organisational and social problems; and demonstrate the connections between people, organisations and the broader context of society [ABSTRACT FROM AUTHOR]

Technological innovation enables modern Supply Chain Management (SCM). The willingness to reassess the roles and behaviours of management is required to unleash the true creative power of SCM. Unfortunately, most managers and business educators have focused more on quantitative and technical aspects of SCM than on creating an environment that supports systems thinking and holistic decision making. Without redefining the system, collaboration will not occur at levels needed to create the learning SC. To help managers and educators make a closer examination at collaborative behaviour, we review the literature and illustrate its theory through an interactive simulation that demonstrates the need to go beyond technology to culture and structure to establish a truly collaborative SC model. One unique benefit of this approach is the simulation can be run first hand to support the literature and provide the significant emotional event needed to promote the needed paradigm shift to true SC collaboration. [ABSTRACT FROM AUTHOR]

Over the past decade, there has been much academic debate in management research circles bemoaning the fact that the management practitioners are not using the management research being produced in universities. These debates in the UK have focused on the research rigour and relevant question and on the need for new forms of social organisation for the production of management knowledge encapsulating concerns about the structure of business schools, the nature of management education and the conduct of research. Yet, despite this debate and the clamour for increased relevance, the amount of funding that the UK business schools are attracting directly from business is continuing to decline. The purpose of this article is to stimulate further debate on these issues. [ABSTRACT FROM AUTHOR]

The way in which companies, research centres and educational institutions are organised and structured may provide a competitive advantage for commercialisation, in particular if companies are dependent on the deployment of complementary assets and capabilities by third parties. This paper presents the case of the Australian Centre for Plant Functional Genomics (ACPFG), a private agricultural biotechnology (agbiotech) company specialising in early stage Research and Development (R&D) to produce superior adapted cereal varieties, tolerant to abiotic stress conditions such as drought, frost, salt, or mineral toxicity, all of which have a direct and negative impact on plant growth and crop productivity. The organisational structure of the company has been influenced and shaped by Government policy, shareholders expectations and trends in the agbiotech industrial organisation. It has proved attractive to potential alliance partners for collaborative R&D and commercialisation. We present the ACPFG as a new business model to fund basic research and facilitate technology transfer. [ABSTRACT FROM AUTHOR]

This paper uses the concept of the National Innovation System (NIS) to analyse recent changes in Poland's institutional and policy framework. The analysis looks at innovation efforts as linked to broader macroeconomic and educational initiatives. This paper characterises current changes in the main components of NIS in Poland focusing on new measures of the innovation policy. The conclusions drawn on this assessment can be useful for policymakers as they allow identifying leverage points or weak links within the NIS. Moreover, some exemplary experiences described in this paper are transferable to other countries that are transforming their innovation systems. [ABSTRACT FROM AUTHOR]