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Purpose: Healthcare organisations are often described as less innovative than other organisations, since organisational culture works against innovations. In this paper, the authors ask whether it has to be that way or whether is possible to nurture an innovative culture in a healthcare organisation. The aim of this paper is to describe and analyse nurturing an innovative culture within a healthcare organisation and how culture can support innovations in such a healthcare organisation. Design/methodology/approach: Based on a qualitative case study of a healthcare unit that changed, within a few years, from having no innovations to repeatedly generating innovations, the authors describe important aspects of how innovative culture can be nurtured in healthcare. Data were analysed using inductive and deductive analysis steps. Findings: The study shows that it is possible to nurture an innovative culture in a healthcare organisation. Relationships and competences beyond healthcare, empowering structures and signalling the importance of innovation work with resources all proved to be important. All are aspects that a manager can influence. In this case, the manager's role in nurturing innovative culture was very important. Practical implications: This study highlights that an innovative culture can be nurtured in healthcare organisations and that managers can play a key role in such a process. Originality/value: The paper describes and analyses an innovative culture in a healthcare unit and identifies important conditions and strategies for nurturing innovative culture in healthcare organisations.

This paper presents the results of a series of undrained and drained isotropic consolidated triaxial extension, tension and compression laboratory tests on lime-cement-improved very soft clay. The main objective of these tests was to investigate the material strength and stiffness properties for stress conditions similar to those expected on the passive side of excavations where a retaining structure is supported by Deep Mixing columns. The different stress paths to failure were obtained by varying the directions of the major and minor principal stresses in a conventional triaxial test cell. The undrained tests conducted at low consolidation stresses, corresponding to depths of approximately 0–10 m below the ground surface, revealed significant differences in undrained strength depending on the directions of the major and minor principal stresses, indicating anisotropic material behavior. Based on the undrained triaxial test results, the relationship among the undrained strength, the effective consolidation stress and the over-consolidation ratio (OCR) is presented for different stress paths to failure. The experimental data from the drained tests show that a failure surface comprised of a shear failure function based on the Mohr-Coulomb failure criterion and a tensile failure function based on the tensile strength and the confining stress can be applied for lime-cement-stabilized clay., QC 20191106

21 april 2016, Contains fulltext : 167435.pdf (publisher's version ) (Closed access), We propose that donating profits to charity may improve firm performance through reduced moral hazard and increased effort in incomplete contract environments. This proposition is tested and confirmed in an incomplete contract principal-agent laboratory experiment where principals’ profits are donated to charity. The results show that both principals and agents have higher earnings in treatments where principals are working on behalf of a charity. Only in the charity treatments do agents respond positively to the effort levels suggested by the principals, and do higher requested levels of effort result in higher principal earnings.

Contains fulltext : 124046.pdf (publisher's version ) (Closed access), Tournament incentives’ schemes have been criticized for inducing excessive risk-taking among financial market participants. In this paper we investigate how relative performance-based incentive schemes and status concerns for higher rank influence portfolio choice in laboratory experiments. We find that both underperformers and over-performers adapt their portfolios to their current relative performance, preferring either positively or negatively skewed assets, respectively. Most importantly, these results hold both when relative performance is instrumental for higher payoffs in a tournament and when it is only intrinsically motivating and not payout-relevant. We find no effects when no relative performance information is given.

This paper analyses how and why different types of innovation systems interact through analysing seven Australian sectors. We find that there are sets of mechanisms or systems that 'articulate'; i.e. structure and shape the interaction among sectoral innovation systems and other types of innovation systems. Drawing on the Schumpeterian and evolutionary legacy, we contribute a theoretical explanation of how interaction among innovation systems influences innovation. First, this interaction enables and enhances variety creation by expanding the new combinations of knowledge and resources a firm can achieve. Second, it allows for more efficient and effective scaling up of useful knowledge recombination to achieve increasing returns. Empirically, this is supported in that the more successful sectors have active articulation systems with alignment with other systems, while weaker sectors have unplanned and patchy linkages. No simple model seems to explain successful articulation. However, important factors are active receptor firms with the motivation and capabilities to absorb and use resources from external systems, high quality and responsive education systems, and international linkages. Public research, labour markets, and intermediaries varied in importance. © 2012 Copyright Taylor and Francis Group, LLC.

To better understand and explain processes of economic transformation, this paper proposes a new concept, “innovative opportunities”. Our interpretation of opportunities is based on an understanding of innovation in a business context, stressing perception and uncertainty during the choices involved in innovation processes. Based on Schumpeterian views of economic transformation, innovative opportunities refer to a set of different elements within the processes whereby actors identify, act upon and realize new combinations of resources and market needs to try to benefit from their future economic potential. To better understand and explain such processes, the proposed conceptualization of “innovative opportunities” consists of three elements: (1) economic value; (2) mobilization of resources; and (3) appropriability, which goes beyond existing types of opportunity conceptualizations found in the literature. The concluding discussion returns to the question of how this view of innovative opportunities modifies the existing understanding of innovation activities and industrial dynamics, and helps us identify new areas of research., QC 20120306

This chapter examines the role played by innovative opportunities in driving economic transformation through dependencies between actors. It explores the extent of experimentation and inertia when actors identify, act upon, and realize innovative opportunities. Innovative opportunities are used to capture dependencies between key processes in innovation, as well as understand the systemic effects present in complex innovation activities characterized by uncertainty. The dependencies are illustrated by case studies of the early stages of development of technology and business platforms in the telecom industry. Empirical observations demonstrate dependencies between different actors which result in ‘systemic’ effects. These take the form of dependencies across different types of opportunities (technological, entrepreneurial, and productive ones), as well as dependencies across different elements of these processes (value perception, resource mobilization, and value appropriation). Such interdependencies are the force helping to drive flexibility and stability in economic transformations., QC 20120306

QC 20120305

QC 20120306