Marianne Gloet

University of Melbourne

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Danny Samson

University of Melbourne

Mike Berrell

Higher Colleges of Technology

Daniel Samson

University of Melbourne

Yvette Blount

Deakin University

Rachelle Bosua

Deakin University

Sherah Kurnia

University of Melbourne

Gabriele Helen Taylor

Australian and New Zealand Intensive Care Society

Guilherme Luz Tortorella

Universidade Federal de Santa Catarina

Michel J. Anzanello

Universidade Federal do Rio Grande do Sul

Antonette Mendoza

University of Melbourne

Cooperative Institutions

University of Melbourne

Monash University

La Trobe University

RMIT University

Auckland University of Technology

Deakin University

MIT University

Universidade Federal do Rio Grande do Sul

UNSW Sydney

Australian Regenerative Medicine Institute

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Linking Knowledge Management, Business Excellence and Innovation Performance

Proceedings of the ... Annual Hawaii International Conference on System Sciences/Proceedings of the Annual Hawaii International Conference on System Sciences (2017)

Marianne Gloet Daniel Samson

This research examined the extent to which the management of knowledge and the application of business excellence frameworks can contribute to innovation performance. A model of Knowledge Management (KM) and Business Excellence (BE) framed the study. Intensive case studies were conducted with six Australian service sector organizations that had won business excellence awards to determine the ways in which a business excellence framework can inform knowledge management practices that lead to sustained innovation performance. Analysis of the data revealed the manner in which the Australian Business Excellence Framework (ABEF) informed knowledge management practices and contributed to innovation in the six service sector organizations. Although the research is preliminary in nature, results indicate that principles of the ABEF shaped KM activities through fostering continuous improvement which in turn encouraged a stronger focus on incremental rather than radical forms of innovation

Excellence

Innovation Management

10.24251/hicss.2017.557

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Citations (9)

Capturing Value through Knowledge and Innovation Management: Comparisons across the Manufacturing and Services Sectors

Marianne Gloet Danny Samson

This study investigated the extent to which knowledge management (KM) and innovation management (IM) practices differ across the manufacturing and services sectors. An extensive review of the literature was conducted, followed by the application of a theoretical model and quantitative analysis of a comprehensive survey of 1141 Australian managers. Results yielded both similarities and differences between innovation practices across the two sectors. In terms of KM and IM practices across the areas of a) customer focus, b) knowledge and technology, and c) management of innovation processes, significant predictors of IP were similar for knowledge and technology across the two sectors. However, differences were noted with regard to customer focus and open innovation, where a broader range of significant predictors of IP were found in the services sector.

Innovation Management

technology management

Value (mathematics)

Customer value

Manufacturing sector

10.1109/hicss.2015.449

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The scope of human resource development in Hong Kong: compliance driven, pragmatic, or knowledge based?

Mike Berrell S.K.J. Ho Marianne Gloet Joan Dalrymple Damian Morgan

In today's organisations, con1petitive advantage is enhanced through the leverage of intellectual capital. Given that Human Resource Development [HRD] is the strategic n1anage111ent of Training and Develop111ent, the infi1sion of strategy into training has the potential to result in quality outcomes. The role of HRD is particularly relevant to the Hong Kong Special Administrative Region [HKSAR] because of its limited natural resources. This study taps the perceptions of 187 HKSAR junior and middle managers about the strategic nature of HRD in their working environn1ent and the extent to which their organisation is conducive to learning. Additional information about indust1J1 type, length of service, outsourcing, and expenditure on HRD is discussed.

Leverage (statistics)

Scope (computer science)

Training and Development

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Telework and People with Disabilities

Advances in human resources management and organizational development book series (2017)

Rachelle Bosua Marianne Gloet

People with disabilities face unique challenges to access work and participate in a work culture and environment. The increasing uptake of telework is promising from a digital inclusion perspective for people with disabilities. This qualitative study explored barriers and problems of including people with disabilities through telework in Australia. The study focused on management and worker perspectives and findings indicate that both parties face unique challenges to accommodate and include people with disabilities in telework arrangements. Worker barriers to access telework relate to management attitudes, physical and infrastructure problems, social isolation misconceptions, lack of management trust, insufficient telework opportunities and inadequate management knowledge of IT support and reasonable adjustment for people with disabilities. Management issues involve cultural intolerance towards diversity and disability in general, as well as a lack of policies and processes that create a supportive environment for people with disabilities who wish to telework.

Isolation

Disabled people

10.4018/978-1-5225-2328-4.ch006

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Innovation and Entrepreneurship: Creating New Value

Danny Samson Marianne Gloet

List of tables and figuresCase study matrixAbout the authorsAbout the contributorsPrefaceAcknowledgments1: Overview: The Importance of Innovation and EntrepreneurshipIntroduction: Innovation in an organisational contextSystematic innovation capabilityThe state of innovation and entrepreneurship in AustraliaThe state of enterprise level innovation practices in AustraliaTheoretical frames for conceptualising innovation and entrepreneurship2: Innovation and Entrepreneurial StrategyIntroductionInnovation within overall business strategyInnovation strategiesCore principles of an innovation strategy3: Leadership of InnovationIntroduction: The nature and role of entrepreneurship/innovation leadershipLeading innovation: Core characteristicsEntrepreneur as innovation leader?4: Managing the Innovation Portfolio and ProjectsIntroductionInitiating new-stream innovation projectsProject managing and evaluating individual innovation ideas through the pipelineThe portfolio opportunity of innovation strategies5: Creativity and DesignIntroduction: Creativity and innovationMethods of generating ideas and fostering creative problem solving in a business contextDesign and innovationDesign-led innovationDesign-led innovation case studiesThe design-led innovation organisational matrixIntegrating design for innovation6: Supply Chain InnovationIntroduction: Defining supply chainsAllied management methodologiesInnovation types and catalystsThe innovation focus of supply chain participantsStructure, management and network innovation: Supply chain organisational and business modelsProcess innovation: Manufacturing and operationsStatistical process control: The foundation of operations management scienceEthical considerations in supply chain innovation7: Creating a Culture of InnovationIntroduction: The meaning and importance of cultureOrganisational culture as a determinant of a firm's potential for innovationSummarising the cultural aspects of systematic innovation capability8: EntrepreneurshipIntroductionConcept of entrepreneurshipEntrepreneurial process modelsOpportunity, the focus of entrepreneurshipThe entrepreneurEntrepreneurship and innovationCorporate entrepreneurshipMeasuring strategic renewal, entrepreneurial orientation and health9: Organisational Ambidexterity and Open InnovationIntroductionOrganisational evolutionOrganisational ambidexterityOrganisational innovation and ambidexterityInnovation strategy and ambidexterityStructures for organising ambidexterityOpen innovationCorporate venturingStrategic foresight10: Frontiers of Innovation and EntrepreneurshipIntroductionThe 'fast' cutting edge of innovation and entrepreneurial practiceSocial entrepreneurship: Partnering for systemic innovation in a global development contextGlobal megatrends requiring innovative solutions11: Assessing and Progressing Innovation and Entrepreneurship PracticesIntroductionSurvey of systematic innovation capability in AustraliaThe building blocks of successful innovationIdentifying the top innovation performersInnovation performance and business successAssessing innovation capabilityProgressing innovation strategies and capabilitiesCase StudiesGlossaryIndex

Innovation Management

Ambidexterity

Open Innovation

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Anywhere Working and the Future of Work

Yvette Blount Marianne Gloet

Anywhere working, or the ability to work from anywhere facilitated by technology is an area of research that resonates strongly in the context of the current COVID-19 pandemic. The most significant work from home experiences arising from lockdowns across the globe will be a topic for examination from the perspective of both employees and employers over the coming months and years. The uptake of telehealth to deliver health services has transformed the way we access health care and how clinicians interact with patients. Co-working centers that have held so much promise for working anywhere will need to adjust to the post-COVID-19 world. To date, much of the research on anywhere working has revolved around the service sector. However, there may be opportunities we have not considered previously. For example, there may be new opportunities for anywhere working in the manufacturing sector facilitated by technology such as 3D printing. This book addresses some of the issues that have now come into sharper focus during 2020. The chapters in this book provide insights into how we can navigate anywhere, working in a post-COVID-19 world. (PsycInfo Database Record (c) 2021 APA, all rights reserved)

Globe

Telehealth

Pandemic

PsycINFO

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Knowledge and Innovation Management to Support Supply Chain Innovation and Sustainability Practices

Information Systems Management (2020)

Marianne Gloet Danny Samson

This paper extends exploratory research on the contribution of knowledge and innovation management (KIM) to innovation and sustainability activities across a number of small to medium size Australian food and beverage exporters in Australia, as part of a longitudinal research study. Recent trends in sustainable supply chain management (SSCM) in global supply chains see a greater focus on achieving more social and transformational forms of sustainability, in addition to traditional economic or environmental approaches.

Exploratory research

10.1080/10580530.2020.1818898

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Citations (30)

Adoption of ICT Enabled Telehealth Services in the Australian Context: Implications of Technology Use for Telehealth Workers

Yvette Blount Marianne Gloet

This study investigated the major issues and challenges associated with ICT enabled telehealth service delivery from the point of view of workers engaged in telehealth delivery in Australia. Through intensive interviews with telehealth workers across three case study organizations, the study examines the types of technology employed to deliver ICT enabled health care, as well as implications of technology use in the health care environment, particularly as they relate to workers.

Telehealth

ICTs

eHealth

10.1109/hicss.2015.430

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Citations (5)

Introduction to the Managing Knowledge for Innovation and Agility Minitrack

Suzanne Zyngier Marianne Gloet Daniel Samson

Innovation Management

10.1109/hicss.2016.525

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Marketing higher education across borders: The Australian Experience

Manir Zaman Mike Berrell Marianne Gloet

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