- مبلغ: ۸۶,۰۰۰ تومان
- مبلغ: ۹۱,۰۰۰ تومان
Purpose – Organizations that offer services based on knowledge and innovation consider their recruitment process as strategic. The purpose of this paper is to consider that organizational lifecycle is related with the management styles through innovation climate and human dimension of recruitment. Design/methodology/approach – The authors utilized two methods proposed by Adizes (1976, 1979, 2004). The first one is an inductive, exploratory method with a quantitative approach. The second one utilizes a qualitative approach through semi-structured interviews. The quantitative approach was performed with a questionnaire via internet. The target was executive managers from organizations with more than ten employees, which are offering professional, scientific and technical services. The authors obtained 170 responses. Findings – Results show that the majority of organizations balance open innovation and control, trending to the first one. During the first stages of the organizational lifecycle, decision-making principally relays on the founder’s open innovation strategies, whereas in the last stages administrative-based control is predominant. Research limitations/implications – The authors must highlight that this study has been performed for the case of services companies placed only in Mexico. Then, the extrapolation and generalization of results should be dealt carefully. Practical implications – The authors consider the questionnaire very useful for the introduction of open innovation strategies for human resources managers, since it takes into account organizational lifecycle in their human dimension of recruitment processes, it helps to design training and retention programs for employees, and avoids premature aging of the company. Social implications – Given that today, knowledge management and innovation have become strategic assets of companies, it is necessary a change of mentality in many organizations that facilitates a new perception on the development of innovation. This will only be possible with the firm support of the management of the company and the involvement of all employees in this new task. Originality/value – Several studies analyze management styles in each stage of organization lifecycle, although they do not link the obtained information to open innovation and human dimension of the recruitment process. The authors work applies the questionnaire of Adizes (1976, 1979, 2004), which relates the organizational life cycle and the management style and discloses the proper management styles with recruiting, training and retention programs to keep flexibility above control to nurture open innovation.
Conclusions, limitations and future line of research
The obtained outcomes through Adizes questionnaire place the 71 percent of the companies of the sample amongst the first stages of their organizational lifecycle, regardless their age or headcount, so the open innovation strategies of managers will be critical for their success. The 72.9 percent of the companies balance open innovation and control, showing a tendency toward innovation. Additionally, in the 72.4 percent of the cases decision-making is concentrated in the founder, the president or the managing director. In turn, the 14 percent of the companies are at an early bureaucracy stage, with an administrator management style. The 27 percent of the companies of the sample are placed at prime and stability stages, which show healthy growing companies according to the theoretical framework. The 21 percent of the companies are amongst what Adizes names as “the founder trap,” where the companies do not grow at expected path because the founder is still steering decision-making. The 14 percent of the companies are placed in the stage of early bureaucracy, when the companies are more focused on identifying who did wrong instead of knowing what was wrong. The obtained results show that in the infancy stage, the employees are saturated within many different tasks and not clear direction. According to the theoretical framework, these results suggest that the management style is authoritative in that stage, when the founder or the managing director does not delegate and makes all decisions. In the bureaucracy stage, nevertheless, the manager exercises his authority because of his position in the hierarchy.