000			01875naa a2200181uu 4500
001			0052614293141
003			OSt
005			20190211171955.0
008			100526s2009 xx ||||gr |0|| 0 eng d
100	1		_aDOVEY, Ken _93034
245	1	0	_aThe role of trust in innovation
260			_aBingley, UK : _bEmerald, _c2009
520	3		_aPurpose – The purpose of this paper is to explore the role of trust in the collaborative learning processes that underpin innovation as a competitive strategy in organizations. Design/methodology/approach – As a conceptual paper, the argument is framed by academic perspectives, drawn from the academic literature on the topic and by professional and life experience. Findings – The collaborative learning practices that underpin idea generation and realization in organizations are strongly dependent for their effectiveness upon the availability, within and beyond stakeholder networks, of trust and other key social capital resources. Practical implications – If innovation is dependent upon social capital resources, such as trust, then leadership endeavour needs to be much more focused upon the creation of a social environment that nurtures rich stakeholder and other relevant network, relationships. New forms of governance and power management, and more appropriate and aligned organizational structures, are required in organizations that are attempting to compete through innovation. Originality/value – The paper's explication of the role of social capital resources, like trust, in organizational innovation offers new insights into this complex but increasingly vital form of competitive strategy.
773	0	8	_tThe Learning Organization _g16, 4, p. 311-325 _dBingley, UK : Emerald, 2009 _xISSN 09696474 _w
942			_cS
998			_a20100526 _b1429^b _cJaqueline
998			_a20100607 _b1014^b _cCarolina
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c33556 _d33556
041			_aeng