Explore the vast range of titles available.

Based on social cognitive theory, the present study aimed to explore the impact of entrepreneurial leadership on employees' innovative work behavior through the moderating path of entrepreneurial self-efficacy in technology-based SMEs. The study also explains the mechanism through which a firm's innovative environment mediates the relationship between entrepreneurial leadership and employees' innovative work behavior. To pursue the objectives, this study has used data from a sample of 350 supervisor-subordinate dyads working in cross sectional small and medium enterprises (SMEs) operating in the Jiangsu province of China. Based on social cognitive theory and specific continuum of self-efficacy theory, a conceptual model was developed and the hypotheses were tested with the help of SPSS 20. Empirical findings recommend a significant positive effect of entrepreneurial leadership on employees' innovative work behavior. The study suggested that firm's innovative environment mediates the relationship between entrepreneurial leadership and the employees' innovative behavior. The results also confirmed that entrepreneurial self-efficacy exerts a positive moderating effect on the association of entrepreneurial leadership and employees' innovative behavior. Findings of the present research work have several implications for the management and policymakers of high-tech SMEs who want to augment their employees' innovative behavior in order to compete in a highly competitive and challenging business environment. To the best of authors' knowledge, this work is the first attempt that presents an empirically supported comprehensive model for the development of employees' innovative behavior within entrepreneurial-based high-tech SMEs. It contributes to literature by examining the mediation and moderation process for the development of employees' innovative behavior.

Building on the sensemaking perspective, we theorize and test conditions under which perceived innovation job requirement increases employee innovative behavior. Using data consisting of 311 employee–supervisor pairs from two companies in China, we found that perceived innovation job requirement had a more positive relation with innovative behavior for employees with low intrinsic interest in innovation than for those with high intrinsic interest. In addition, this positive effect for low-intrinsic-interest employees was achieved only when these employees interpreted the job requirement as important either because performance-reward expectancy was high or because perceived value for the organization was high. We discuss the implications of these results for research and practice.

From an interdisciplinary perspective, this article utilizes entrepreneurship education and the power of entrepreneurs to jointly promote the cultivation of college students’ innovation ability. This paper used a questionnaire survey method to conduct a survey on students from 10 comprehensive undergraduate universities in south China, and provided a detailed analysis of the current situation of cultivating innovative abilities among college students. In response to its current situation, a combination of entrepreneurship education and training methods was proposed to jointly promote the growth of college students’ innovation ability. Furthermore, traditional methods, interdisciplinary methods, entrepreneurial education methods, and entrepreneurial spirit methods were further combined to test the innovative ability of college students in various universities. The experimental results showed that compared to traditional training methods, the innovative ability of students in various universities has been significantly improved under the other three training methods, with entrepreneurship education being the highest scoring method for students’ innovation ability. The average score for innovative learning ability of students in various universities was 77.34 points; the average score for basic innovative knowledge was 88.35 points; the average score for innovative thinking ability was 81.69 points; and the average score for innovative skills was 78.59 points. From the above data, it can be seen that adopting interdisciplinary, entrepreneurial education, and entrepreneurial spirit cultivation methods can play a positive role in cultivating college students’ innovation ability, helping them improve their own innovation ability.

The article is aimed at developing an approach to defining strategic directions and, in their line, strategies for innovative development of enterprise in the context of technological transformations, depending on the ratio of the levels of its innovative capital and innovative culture, which are considered, respectively, as a set of intellectual resources and the ability to implement them. The structure of intellectual capital and the structure of the innovative culture of enterprise are closer defined in terms of adjusting the composition of their elements and their characteristics in order to account the specifics of innovative development in the unstable conditions of changing technological modes and the fourth industrial revolution. The scheme of interaction between intellectual capital and the innovative culture of enterprise in the process of substantiating the choice of promising directions, focused on the knowledge of its innovative development and the development of appropriate innovative strategies, is determined. This allowed to clarify the role of the basic prerequisites for innovative development: intellectual capital, which concentrates the intellect and knowledge of staff, being the main means and results of innovative activity, as well as innovative culture, which ensures perception, promotes the creation and use of innovations. The article proposes a methodical approach to assessing on a verbal-numerical scale the level of intellectual capital and innovation culture of the enterprise developing in an innovative way. A table of decisions is developed to determine promising directions and corresponding strategies for the innovative development of enterprise, depending on the ratio of assessments of the levels of its intellectual capital and innovative culture. The obtained and aggregated results deepen the foundations of innovation management in the part of improving the management system by formalized procedures for the processes of determining promising directions and strategies for innovative development of enterprises, taking account of the available intellectual resources and opportunities for their implementation in the context of changing technological modes and the fourth industrial revolution. Further research should be aimed at determining the role and place of innovative capital and innovative culture of innovative business enterprises in various spheres of activity and industry branches

In the conditions of a high level of development of information systems based on technologies of distributed data processing, the use of artificial intelligence, Big Data and intelligent data analysis, the process of creating management reporting is a complex analytical toolkit that allows accountants to create reports with the necessary indicators in various formats, according with different time parameters and different level of detail based on the generalization and analysis of data from multiple internal and external sources. The article aims to improve the theoretical and methodological aspects of the formation of management reporting on the innovative capital of the enterprise. The author formulated and substantiated the procedure for the formation of management reporting on the innovative capital of the enterprise, which consists of three main directions: 1) Improvement of the system of the enterprise's management accounting objects; 2) Application of management accounting methods to the innovative capital of the enterprise; 3) Improvement of management reporting on the enterprise's innovative capital. Approaches to understanding management reporting in modern conditions of the development of information and computer technologies are highlighted and analyzed. The study results show that management reporting on innovation capital broadly is a set of specialized internal reports and other forms of presentation, visualization, and transfer of internal information (information panels, dashboards of individual indicators) about innovative activity to persons who make management decisions. It was found that the specifics of the innovative activity of enterprises and the use of various approaches to the organization of its management systems (models and methods of decision-making by innovative management) make it impossible to develop a single standardized form of management reporting on innovative capital. The article describes the mechanisms for setting up and using the enterprise's management reports from the basic set available in the BAS ERP information system (\"Management balance sheet\", \"Revenues and expenses\", \"Financial results\", standard reports) to disclose relevant information about the enterprise's innovative activities for the needs and requests of innovative management. A General Report on the \"Innovative Balanced Scorecard\" and a dashboard for the \"Return on Investment in Innovation (ROII)\" indicator in the BSC Designer software product have been developed for business entities.

Purpose Although we know that HRM practices can have a huge impact on employees’ innovative work behaviour (IWB), we do not know exactly which practices make the difference and how they affect IWB. Thus, the purpose of this paper is to determine the best HRM practices for boosting IWB, to understand the theoretical reasons for this, and to discover mediators and moderators in the relationship between HRM practices and IWB. Design/methodology/approach Based on a systematic review of the literature, the authors carried out a content analysis on 27 peer-reviewed journal articles. Findings Working with the definitions and items provided in the articles, the authors were able to cluster HRM practices according to the ability-motivation-opportunity framework. The best HRM practices for enhancing IWB are training and development, reward, job security, autonomy, task composition, job demand, and feedback. Practical implications The results of this study provide practical information for HRM professionals aiming to develop an HRM system that generates innovative employee behaviours that might help build an innovative climate. Originality/value A framework is presented that aggregates the findings and clarifies which HRM practices influence IWB and how these relationships can be explained.

The level of profitability of innovative products depends on the correct determination and justification of the labor intensity of innovative works. The purpose of the study is to substantiate the methodological approach to determining the labor intensity of innovative work at the enterprise. The following research methods were used in the study: grouping and systematization; logical generalization and comparison; analysis and synthesis.The sequence of determining the labor intensity for rationing of innovative work is proposed. Generalization of existing methods, approaches, and tools for determining labor intensity allowed to substantiate the conceptual basis for determining the labor intensity of innovative work at the enterprise regarding the features of calculating the labor intensity of innovative work for each group of rationing methods; substantiation of recommendations for determining the labor intensity depending on the method of rationing of innovative work and determining the labor intensity on separate stages of the innovation process and management work.The proposed approach for determining the labor intensity of innovative work at the enterprise is based on the justification of the content of stages and steps of the innovation process; and on the suggested classification of labor operations into creative and inventive operations, creative and managerial operations, and routine operations. The key role in the proposed approach is given to determining the conformity of rationing methods to the scopes of works to the stages of the innovation process, which is realized with the matrix for choosing methods for determining labor intensity.The introduction of theoretical and methodological principles and practical recommendations for determining the labor intensity of innovative work at the enterprise allows to differentiate stages and types of work. Also? it gives an opportunity to choose the rationing method for different types of innovative work and to determine the labor intensity of innovative work for increasing management decisions efficiency.

The present study examines the effects of training and development on organizational innovation. We specifically suggest that the training and development investments of an organization affect its innovative performance by promoting various learning practices. We empirically tested our hypothesis by using time-lagged, multi-source data collected from 260 Korean companies that represent diverse industries. Our analysis showed that corporate expenditure for internal training predicts interpersonal and organizational learning practices, which, in turn, increase innovative performance. The data also revealed that the positive relationship between interpersonal and organizational learning practices and innovative performance is stronger within organizations that have stronger innovative climates. By contrast, investment in employee development through financial support for education outside an organization poses a significant negative effect on its innovative performance and no significant effect on learning practices. The present study provides a plausible explanation for a mechanism through which the investment of an organization in employees enhances its innovative performance.