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Seminar Innovation

Last session: 3.12.2007. Seminar Innovation. Katja Rost. Change. Search for one or two scientific papers to a relevant and controversial topic. One paper should be a “Pro-Paper” and one paper should be a “Contra-Paper” (or one paper should compare two views).

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Seminar Innovation

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  1. Last session: 3.12.2007 Seminar Innovation Katja Rost

  2. Change • Search for one or two scientific papers to a relevant and controversial topic. One paper should be a “Pro-Paper” and one paper should be a “Contra-Paper” (or one paper should compare two views). • Please choose a topic in which you are interested in (Culture, Politics, Marketing, Finance, Innovation, Organization, Economic…) EURAM 2007, May 16 – 19, Positive Organizational Studies and Organizational Energy

  3. Example 1 • TESTING ALTERMATIVE THEORIES OF THE FIRM FOR MAKE-ORBUY DECISIONS : • TRANSACTION COST EXPLANATIONS • KNOWLEDGE-BASED EXPLANATIONS • Poppo L, Zenger T. 1998. Testing alternative theories of the firm: Transaction cost, knowledge-based, and measurement explanations for make-or-buy decisions in information services. Strategic Management Journal 19(9): 853-877 EURAM 2007, May 16 – 19, Positive Organizational Studies and Organizational Energy

  4. Example 2 • The Increase of Executive Compensation: • Market based EXPLANATIONS • Power based EXPLANATIONS • Embeddedness based EXPLANATIONS • Tosi HL, Werner S, Katz JP, Gomez-Mejia LR. 2000. How much does performance matter? A meta-analysis of CEO pay studies. Journal of Management 26(2): 301-339 • Benz M, Stutzer A. 2003. Was erklärt die steigenden Managerlöhne? Die Unternehmung 57(1): 5-19 • Rost K, Osterloh M. 2007. Unsichtbare Hand des Marktes oder unsichtbares Handschütteln? Wachstum der Managerlöhne in der Schweiz, Working Paper Zürich: EURAM 2007, May 16 – 19, Positive Organizational Studies and Organizational Energy

  5. Example 3 • The “Open Innovation” Paradigm: • Market based EXPLANATIONS • Management Fashion based EXPLANATIONS • Chesbrough, Henry (2003a): Open innovation: the new imperative for creating and profiting from technology, Boston MA: Harvard Business School Press 2003. • Chesbrough, Henry (2003b): The era of open innovation, Sloan Management Review, 44 (2003) 4: 35-41. • Kieser A. 1996. Moden und Mythen des Organisierens. Die Betriebswirtschaft 56: 21-40 EURAM 2007, May 16 – 19, Positive Organizational Studies and Organizational Energy

  6. Example 4 • Pay-for-Performance: • Pro: Increases Work Performance • Contra: Reduces Work Performance • Which explanation is more convincing? • Frey BS. 1997. Markt und Motivation: Wie Preise die (Arbeits-)Moral verdrängen: München oder Frey BS. 1997b. Not Just for the Money: An Economic Theory of Personal Motivation. Edward Elgar: Cheltenham, UK/Brookfield, USA • Hall BJ, Liebman JB. 1998. Are CEOs really paid like bureaucrats? Quarterly Journal of Economics 113(3): 653-691 • Frey BS, Osterloh M. 2005. Yes, managers should be paid like bureaucrats. Journal of Management Inquiry 14(1): 96-111 • Weibel A, Rost K, Osterloh M. 2007. Crowding-Out of Intrinsic Motivation: Opening the Black Box. SSRN Working Paper (http://papers.ssrn.com/abstract=957770) EURAM 2007, May 16 – 19, Positive Organizational Studies and Organizational Energy

  7. Example 5 • What is more important in order to innovate: • What you know (human capital)? • Or: Who you know (social capital)? • Adler PS, Kwon SW. 2002. Social capital: Prospects for a new concept. Academy of Management Review 27(1): 17-40 • Perry-Smith JE, Shalley CE. 2003. The social side of creativity: A static and dynamic social network perspective. Academy of Management Review 28(1): 89-106 • Nahapiet J, Ghoshal S. 1998. Social Capital, Intellectual Capital and the Organizational Advantage. Academy of Management Review 23: 242-266 EURAM 2007, May 16 – 19, Positive Organizational Studies and Organizational Energy

  8. Example 6 • What is more crucial today? • Capital • Or Talent? • And what does it involve? • Martin RL, Moldoveanu MC. 2003. Capital versus talent. The battle that's reshaping business. Harvard Business Review 81(7): 36-41 EURAM 2007, May 16 – 19, Positive Organizational Studies and Organizational Energy

  9. Task • Please build voluntary work groups (4-6 members per group) • Within this group you should prepare a scientific discussion about your topic. • Please include other participants in your discussion by posing open/ controversial questions (without Power Point!). • Try to interpret the statistical results (if included)! EURAM 2007, May 16 – 19, Positive Organizational Studies and Organizational Energy

  10. Task • Tell me who work together. • Please send your topic (basic research question) and the papers (max. 2) to all participants (5-3 days before the last session). • In order to discuss: All participants should read all papers, i.e. also the papers of the other groups! EURAM 2007, May 16 – 19, Positive Organizational Studies and Organizational Energy

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