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Emerging Forces of Innovation: Bridg...

Phlypo, Karla S.

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Emerging Forces of Innovation: Bridging Enterprises and Open Communities of Practice.

Record Type:	Language materials, printed : Monograph/item
Title/Author:	Emerging Forces of Innovation: Bridging Enterprises and Open Communities of Practice./
Author:	Phlypo, Karla S.
Description:	388 p.
Notes:	Source: Dissertation Abstracts International, Volume: 75-02(E), Section: A.
Contained By:	Dissertation Abstracts International75-02A(E).
Subject:	Business Administration, Management. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3599402
ISBN:	9781303486449

Emerging Forces of Innovation: Bridging Enterprises and Open Communities of Practice.
Phlypo, Karla S.

Emerging Forces of Innovation: Bridging Enterprises and Open Communities of Practice. - 388 p.

Source: Dissertation Abstracts International, Volume: 75-02(E), Section: A.

Thesis (Ph.D.)--Walden University, 2013.

Most conventional organizations lack the capacity to absorb innovative and creative ideas from employees or external communities, leaving these potential contributors disenchanted and stifled. The purposes of this phenomenological case study were to understand the motivations and perspective of facilitators and members of external creative communities and to document the structural, operational, and managerial aspects of bridging enterprises, defined as emerging organizations designed to provide a space for open creative communities. Graves' existence theory and conventional organization theory formed the conceptual framework for this study. The primary research question determined whether bridging enterprises present a new managerial practice or organizational design that could be used as a model to enhance organizational innovative capacity. Data were gathered on 3 such organizations through cluster analysis of archival forums and interviews. Using Madison's methodology, key outcomes of the data analysis showed that 2 of the 3 bridging organizations had organic enterprise structures and functioned with collaborative self-organizing teams that were reliant on open communities of practice for product ideas and development. Another key finding suggested that individuals seeking creative and innovative outlets could be satisfied by methods from bridging organizations. Recommendations include exploring the applicability of the methods used by bridging organizations to conventional organizations interested in increasing their employees' innovative and creative potential. Bridging organizations also promote positive social change through empowering creative individuals, regardless of age, education, ethnicity, or gender, who feel disenfranchised or disenchanted with mainstream organizations.

ISBN: 9781303486449Subjects--Topical Terms:

626628
Business Administration, Management.

Emerging Forces of Innovation: Bridging Enterprises and Open Communities of Practice.
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245 1 0 $a Emerging Forces of Innovation: Bridging Enterprises and Open Communities of Practice.
300 $a 388 p.
500 $a Source: Dissertation Abstracts International, Volume: 75-02(E), Section: A.
500 $a Advisers: John Nirenberg; Robert Parent.
502 $a Thesis (Ph.D.)--Walden University, 2013.
520 $a Most conventional organizations lack the capacity to absorb innovative and creative ideas from employees or external communities, leaving these potential contributors disenchanted and stifled. The purposes of this phenomenological case study were to understand the motivations and perspective of facilitators and members of external creative communities and to document the structural, operational, and managerial aspects of bridging enterprises, defined as emerging organizations designed to provide a space for open creative communities. Graves' existence theory and conventional organization theory formed the conceptual framework for this study. The primary research question determined whether bridging enterprises present a new managerial practice or organizational design that could be used as a model to enhance organizational innovative capacity. Data were gathered on 3 such organizations through cluster analysis of archival forums and interviews. Using Madison's methodology, key outcomes of the data analysis showed that 2 of the 3 bridging organizations had organic enterprise structures and functioned with collaborative self-organizing teams that were reliant on open communities of practice for product ideas and development. Another key finding suggested that individuals seeking creative and innovative outlets could be satisfied by methods from bridging organizations. Recommendations include exploring the applicability of the methods used by bridging organizations to conventional organizations interested in increasing their employees' innovative and creative potential. Bridging organizations also promote positive social change through empowering creative individuals, regardless of age, education, ethnicity, or gender, who feel disenfranchised or disenchanted with mainstream organizations.
590 $a School code: 0543.
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650 4 $a Business Administration, Entrepreneurship. $3 1026793
650 4 $a Sociology, Social Structure and Development. $3 1017425
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710 2 $a Walden University. $b Applied Management and Decision Sciences. $3 1017738
773 0 $t Dissertation Abstracts International $g 75-02A(E).
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791 $a Ph.D.
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856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3599402