Publikacja:

Methods of Fostering Innovation Competencies. Supporting the Implementation of Organizational Innovation in Businesses Operating on the Polish Market

Data

2016
Artykuł
Przeszukaj czasopismo Uproszczony widok Pełne metadane Statystyki
 
cris.legacyid5861
cris.virtual.journalance#PLACEHOLDER_PARENT_METADATA_VALUE#
cris.virtualsource.journalance3217cda7-58c8-4873-8305-4883e49c87d4
dc.abstract.plThe article presents the results of research on innovation competencies, defined as those conducive to the implementation of organizational innovations, along with different methods of developing these competencies. In the course of the research, seven structured interviews were conducted with managers in multinational companies operating on the Polish market. The aim of the study is articulated in the form of three research questions: 1. What competencies are crucial for fostering organizational innovation? 2. Which development methods are most frequently applied by businesses in order to improve innovation competencies? 3. How could coaching tools contribute to fostering innovation competencies? When confronted with the first question, respondents referred to the various components of competencies: knowledge, skills and attitudes. Many of them mentioned the following: cooperation; openness to the new and to change; involvement; proactivity. The following attitudes were identified by more than one person as crucial for the implementation of organizational innovation: responsibility (for one’s work), courage (to take up new tasks), openness (to change and to new solutions), outcome orientation, commitment and reativity. In response to the second question, companies listed a variety of methods that they had applied to improve those competencies. The majority of the surveyed firms implemented numerous development measures on their own, i.e. staff meetings with senior managers use coaching tools to motivate employees to look for new olutions. Training and coaching sessions with external service providers have also been organized. When answering the third question, the majority of respondents stressed the usefulness of coaching, both in improving innovation competencies and in developing or implementing innovative solutions. Many managers use coaching tools to encourage employees to seek innovative solutions. Another factor conductive to the use of coaching tools by managers is the organizational culture. The research is a pilot project and a starting point for quantitative research.
dc.contributor.affiliationSzkoła Głowna Handlowa, Kolegium Gospodarki Światowej
dc.contributor.affiliationSzkoła Główna Handlowa, Kolegium Nauk o Przedsiębiorstwie, Zakład Otoczenia Biznesu
dc.contributor.authorDagmara Miąsek
dc.contributor.authorJoanna Żukowska
dc.date.accessioned2025-07-25T16:10:29Z
dc.date.available2025-07-25T16:10:29Z
dc.date.issued2016
dc.date.published6/2016
dc.description.issue8
dc.description.physical62-87
dc.description.volume1/2016
dc.identifier.doi10.7206/cr.2081-7029.35
dc.identifier.issn2081-7029
dc.identifier.urihttps://repozytorium.kozminski.edu.pl/handle/item/1839
dc.languageen
dc.relation.ispartofCoaching Review
dc.relation.pages62-87
dc.rightsCC-BY-NC-ND-4.0
dc.subjectkompetencje proinnowacyjne
dc.subjectinnowacje organizacyjne
dc.subjectcoaching
dc.subtypeOriginal
dc.title

Methods of Fostering Innovation Competencies. Supporting the Implementation of Organizational Innovation in Businesses Operating on the Polish Market

dc.typeArticle
dspace.entity.typePublication