Abstract
The aim of the present study is to provide an analysis of the literature about methods for assessing the impact of coaching on the performance of a company, and elaborate a framework of assessment methods emphasizing their use in the course of coaching interaction. The paper also explores the relationship between open innovation and coaching and proposes the themes for further research. The Scopus and Web of Science databases were selected for the review of the research papers in the business subject area. The review was guided by the following research questions: What methods are used for assessing the impact of coaching? How are these methods used in the course of the coaching interaction? How does coaching interrelate with open innovation? The findings suggest that the assessment of the impact of coaching on the individual’s behavior and performance of a company is considered from different perspectives. The methods differ based on the needs for the assessment whether the process evaluation or the outcome evaluation is required. The analysis of the literature proves that the relationship between coaching and open innovation is mutually advantageous.
Highlights
Introduction on aCompany’s Performance ANowadays, companies are compelled to conduct their business and innovate in a dynamic, complex environment, struggling with circumstances that have catastrophic effects [1]
The supplementary literature search was provided to find out how the scientific texts reflect the relationship between coaching and open innovation, and what topics are discussed regarding the impact of coaching on innovation activities of a company
Based on the systematic literature search, the following papers were selected for the further analysis of the methods which are currently used to assess the impact of coaching on the performance of a company: Birknerová, Z. and Benková, E. [48]; Albizu, E., Rekaldee, I., Landeta, J., Fernández-Ferrín, P. [49]; Wenu, A. and Tan, C. [50]; Pousa, C., Hardie, T., Zhang, X. [51]; Hagen, M.S. and Peterson, S.L. [52]; Nansubuga, F., Munene, J.C., Ntayi, J.M. [53]; Gan, G.C., Chong, C.W. [54]; Grant, A.M. [55]; Vidal-Salazar, M.D., Ferrón-Vílchez, V., Cordón-Pozo, E. [56]; Gray, D.E., Ekinci, Y., Goregaokar, H. [57]; Jones, R.A., Rafferty, A.E., Griffin, M.A. [58]; Boak, G., Crabbe, S. [59]; Nguyen C.A., Artis, A., Plank, R., Solomon, P. [60]
Summary
Introduction on aCompany’s Performance ANowadays, companies are compelled to conduct their business and innovate in a dynamic, complex environment, struggling with circumstances that have catastrophic effects [1]. Yusr [2] suggests that when companies seek to achieve a competitive advantage through innovation, they need to make more efforts in building their innovation capability. A group of scientists [3] conducted the research and concluded that for achieving sustainable performance, an organization should supplement its technical and innovative capabilities with practices that support the employees who develop and apply the sustainable processes. For the needs of a company, coaching is mostly used in management development, leadership development and human resource development. The scientific literature on coaching provides a large amount of evidence about the impact of coaching on the development of leadership and managerial skills [4]. The results confirmed that executive coaching had more impact on changes in the behavior of managers than attendance-based executive training courses
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