New Ways of Workplace Development and Innovation by Using Work Technology
This work in writing proposes a research study on technology in terms of its impact on workplace development and workplace innovation.
The work of Meckl (2008) states that innovation system theory "indicates a transition from individual study to systematic research. The innovation system theory combines the dynamic and complexity of innovation. According to this theory, technological innovation interacts with institutional innovation, and the key factors in this system include knowledge, learning, and ability." (p.134) Meckl (2008) states that the entrepreneur is "a core factor in a firm's technological innovation and competitiveness; it is a necessity in technological innovation." Additionally reported in the work of Meckl is that in practice "not only a firm is embedded in the social structure as an organization, but also the entrepreneurs' innovation activities are socially embedded." (Meckl, 2008)
According to Meckl (2008) the technological innovation system in a firm "is considered as a special network structure…which consists of certain nodes. These nodes mainly include social actors that have a close relation with a firm's activities, such as suppliers, dealers, competitors, cooperators, potential rivals, consumers, government, communities, universities, research institutions, and so forth." Flowing between these nodes are "factors like innovation, information, knowledge, learning opportunities, social norms, trust and reputation." (Meckl, 2008) These factors are reported to interact "with the technological innovation activities in both market structure and social structure and eventually lead to the birth of technological innovation." (Meckl, 2008)
It is reported in the work of Benko and Weisberg (2007) that Sun Microsystems' core business is "creating innovative technologies to accelerate workplace innovations and productivity. Sun has made innovation a priority within its own $13 billion global organization." (Benko and Weisberg, 2007) The example provided is one stated to be a recent "collaboration of real estate, information technology, and human resource organizations. These units of the Silicon Valley-based company built an infrastructure to support employee telecommuting, 'hoteling' in temporary offices at Sun properties and virtual teaming. Talent management goals were embedded in the project's business objectives." (Benko and Weisberg, 2007)
Included in the business objectives was the reduction of operating costs, leveraging the network to the greatest extent possible, finding talent nationally and internationally, entering emerging markets as well as engagement more extensively with global customers, and making sure of business continuity when the unexpected happened. (Benko and Weisberg, 2007, paraphrased) It is reported that in 2006
"more than 50% of Sun's thirty-four thousand employees were active participants in this program, known as Open Work. The participant employees worked in Sun's offices part time and others were designated for home based assignment and did not work in the offices of Sun at all. The company saved in excess of $387 million in five years between 2001 and 2006. Employees were able to make more creative choices about where to work and when to work resulting in Sun receiving the Alliance for Work-Life progress award in 2006. Sun's Open Work program has been recognized for its contributions to the environment in the form of Sun being committed to eco-responsibility which assist in the reduction of carbon emissions from employees by taking them off the road." (Benko and Weisberg, 2007)
Technology has greatly enabled the employees of Sun and in addition technology is stated to be also "instigating a profound change on how employees are measured" and stated is that 'Face Time…is no longer a criterion in employee performance -- it's measured by the output or the value that is being contributed." (Benko and Weisberg, 2007)
The work of Igbaria and Tan (1998) states that technology and innovation "change the ways we work and finally reshape entire societies. Our own evolution and the evolution of our tools is an interactive process." (Igbaria and Tan, 1998) It is reported that Michael Schrage stated, "humankind is really coevolving with its artifacts genes that can't cope with that new reality will not survive into future millennia." (Igbaria and Tan, 1998)
Igbaria and Tan state that invention and technological innovation "have been key sources of human progress political progress as well as economic progress. The power of information technology is shaping new communities on an international and even global basis; communities open to a wide variety of uses and interpretations." (1998) It is not asked if but instead it is asked how technology will serve to bring about changes in organizations and in nations throughout the world. (paraphrased) Stated as the most intriguing challenge at the present time is the "way in which individual information users interacting with the new technology can also...
Instead, organizations must strike a balance between the autonomy and independence offered by technology in the workplace and the need for employees to have some level of formal and informal commitment to the organization as a whole. Just as seemingly counterproductive activities such as doodling, daydreaming, or, in the information age, surfing the internet, can actually contribute to efficiency by offering employees productive mental stimulation, so too can the
The modeling environments was so accurate it could deliver results that aligned at a 95% accuracy rate with the actual results achieved. Another advantage was the use of knowledge management to orchestrate multichannel selling, marketing and service scenarios across the client's specific requirements and needs. The analytics and knowledge management systems were also combined successfully to create a constraint-based engine as well. All of these factors were critical to
" Although this technology was touted as a way to improve customer service, many employees believed that it demonstrated that top level employees were distrustful of lower level employees. In the end the technology was still implemented, however there is anomousity that exist at the company as a result. In spite of this scandal and others the company has been able to foster some aspects of workplace democracy through the development of
Work Life Balance - the Role of HRM Human resources management come with massive demands chiefly in light of the fact that it involves dealing with people, a task that is complex in itself. To enhance organizational growth, pleasure on the part of workforce is very crucial. This is a necessity that human resources sectors in organizations have to grapple with on a day-to-day basis through the initiation and implementation of
Three years later, the company improved its picture clarity and introduced the "emotional intonation" feature, considered important components of visual language. But at present, only 10% of the deaf and hard-of-hearing know about VRS. The Internal Revenue Service refuses to accept VRS calls. And VRS can be performed only with high-speed internet access. But companies, like Sorenson, provide videophones for free. Those who have no high-speed internet access or
Action The importance of creativity and innovation in the workplace is well documented, but the debate over nature vs. nurture continues with some authorities maintaining that people are born with attributes such as creativity and innovation while others argue that such attributes can be inculcated over time (Furnham & Heaven 1999). To determine the facts in these matters, this case study examines the relevant literature to gain some fresh insights
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