Heft36 1 - SFB 580 - Friedrich-Schiller-Universität Jena

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