Heft36 1 - SFB 580 - Friedrich-Schiller-Universität Jena
Heft36 1 - SFB 580 - Friedrich-Schiller-Universität Jena
Heft36 1 - SFB 580 - Friedrich-Schiller-Universität Jena
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ORGANISATIONAL LITERATUR INNOVATION IN HUNGARY<br />
<br />
<br />
<br />
<br />
<br />
ment process (e.g., ISO, TQM);<br />
Collecting suggestions from workers;<br />
Teamwork;<br />
Benchmarking;<br />
Job rotation; and<br />
Delegation of quality assurance to workers<br />
(decentralization).<br />
In assessing the managerial practices in the firms<br />
investigated, it is visible that procedural forms of<br />
organisational innovation (OI), such as quality<br />
assurance systems, collecting suggestions from<br />
employees, team work, etc., are more widely<br />
used than the structural forms of OI. The<br />
project-based work organisation representing<br />
a structural/radical form of OI is, however,<br />
relatively widespread in the KIBS sector. In the<br />
case of procedural organisational innovation,<br />
the collecting of the employees’ proposals,<br />
team work and benchmarking are the most<br />
organisational practices among KIBS firms.<br />
Table 2. Diffusion of organisational innovations<br />
Types of Organisational Innovation<br />
Share within the KIBS sector<br />
(%)<br />
I. Structural organisational innovation:<br />
Project-based work 34.9<br />
Flat or lean organisation 10.3<br />
Inter-professional (inter-disciplinary) working groups 13.4<br />
II. Procedural organisational innovation:<br />
Quality Assurance and Auditing Systems (e.g., ISO and TQM) 21.9<br />
Collecting suggestions from employees 49.7<br />
Team work 41.7<br />
Benchmarking 37.3<br />
Quality control carried out by rank-and-file employees 23.7<br />
Job rotation 9.7<br />
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Source: Makó et al (2009)<br />
3.2.3 Special focus on differences<br />
within the KIBS sector<br />
In Section 1.1, I have already referred to<br />
attempts that recognized the heterogeneity of<br />
different activities in the knowledge intensive<br />
business sector and attempted to classify the<br />
sector on that basis. Miles et al. (1995) made<br />
a distinction between “traditional professional<br />
services” (P-KIBS) that are intensive technology