In more and more companies the managerial call for "innovation" and "change" has lost its fans: employees have witnessed too many innovations come and go. Many have lost their believe in the power of change initiatives. Despite every objection, in a rapidly changing world the question of how to skillfully handle “the new” ("innovare" = renewing) is more relevant than ever. And knowledge about powerful innovation and change management strategies more valuable than ever. Since 2009, artop has done intense research on challenges and opportunities of promoting innovation and change initiatives. In studies with several hundred organizations central indicators have been identified that significantly increase the likelihood of successful innovation and change projects.
News and Articles
On June 12, Dr. Sebastian Kunert (consultant at artop) and Emily Buber, PhD student at Humboldt-University Berlin, show new results from their research. For several years, they applied a survey study to reveal links between four levels: organizational culture, leadership style, team climate, and employee motivation.
In a recent conference paper, we examine the connection of organizational environment characteristics and corporate culture facets. It is based on our research with the modular inventory for organizational research modul_or and applied on the concept of uncertainty. Results show that organisations from rather dynamic business domains with higher demands of uncertainty are different to ones coming from rather stable, more predictable environments.