Innovative Mindset Research Articles

Commentary: Telerehabilitation during COVID-19 pandemic - A boon for visually challenged.

The rapidly evolving COVID-19 pandemic has challenged human lives and emerged as a threat to the global community.[1] On the one hand, it opened doors for innovations[2] and opportunities for many and on the other hand, it impacted many lives. Patients with low vision and blindness were also affected as they faced numerous challenges in accessing hospital-based eye care and fulfilling their daily needs.[3] Thus, there was a need to “think out of the box” and make eye care accessible to these patients at their homes to minimize the delay in beginning low-vision rehabilitative services once diagnosed. This gave birth to the concept of telerehabilitation as an alternative eye care model. Telerehabilitation or e-rehabilitation delivers rehabilitative services through telecommunication platforms. It allows health service providers to communicate with patients remotely, assess patients, and provide treatment. The telerehabilitative services can include physical, visual, speech, occupational, psychological, and audio therapy. These services can be communicated at an individual or community level. In general, rehabilitation service aims to improve functioning and reduce disability in patients with health issues in accordance with their surrounding environment through targeted interventions.[4] Visual rehabilitation cannot be neglected as it is a vital component of universal health coverage and sustainable development goal 3 (SDG). The goal is to “ensure healthy lives and promote well being for all ages.” There are approximately 300 million people with low vision globally. Low vision affects their daily survival and quality of living. As per the literature review, COVID-19 impacted rehabilitative services in approximately 70% of the countries globally.[5] Carolyn Ihrig[6] started telerehabilitation services at VA Western New York Healthcare System, Buffalo low-vision clinics and showed that patients with low vision living in rural communities and having limited access to eyecare due to transport issues and lockdown were able to procure telerehabilitation services effectively at home. Beula and Jill,[7] in their article, proposed varied initiatives and strategies to improve telerehabilitation for the visually disabled. The various proposed initiatives were counseling of patients with low vision for mental well-being and upliftment; providing them information and resources for COVID-19 preventive measures; financial supplies beyond the ex gratia amount of INR 1000 with the help of volunteers; and therapeutic interventions for pediatric patients with multiple disabilities for visual, cognitive, social and physical upliftment. The other measures implemented were video call-basedcounselling of parents for the supervision and guidance of their children; training programs for young patients through apps and social media platforms; and talent hunt of children with visual disabilities through various recreational activities such as singing, dancing, painting, and writing. A helpline number has been generated for patients with visual disabilities for any mental or physical help in these challenging times. The digital library has been a great source of information and has helped educate low-vision patients. Tinelli et al. described an innovative approach of telerehabilitation of hemianopia patients based on multisensory human brain inputs through audio-visual stimulation training. In the current article,[8] the authors, as collaborative partners of the WHO, have shared valuable insights regarding the impact of virtual rehabilitation through the results of 305 patients analyzed from this model of care. The article also highlights the importance of the collaborative effort of low-vision consultants (n = 2), rehabilitation consultants, speech therapists, physiotherapists, special educators, helpline counselors, computer instructors, digital library coordinators, and central coordinators in uplifting the telerehabilitation services during these demanding times. Intricate analysis reveals that most patients in need were pediatric low-vision patients (42%), and out of the total, most had severe vision impairment or blindness (51%). Telerehabilitation is imperative as they are closely dependent on their first-degree relatives for daily activities, perfect coordination, and required therapy. Telerehabilitation has been a boon for these patients during the COVID-19 pandemic. As no telerehabilitation guidelines exist for visual rehabilitation, the authors have initially used the general guidelines for physiotherapy and then developed their eye care model. This highlights the challenges faced by the authors during telerehabilitation and their innovative mindset for improving the services for the needy. To summarize, the telerehabilitation initiative has come as a boon for the blind and the disabled. It is a practical, repeatable, cost-effective, time-saving, and accepted service modality for the needy in this digital era. Large-scale studies will help to elucidate better the practical challenges and benefits of implementing this strategy. The future for telerehabilitation seems promising not only in these COVID-19 times but also in the long run. Implementing this innovative technology not only allows easy access to rehabilitation facilities from home but the ease of conversation, reduced carbon footprint, and helps them achieve regular motivation without dependency on others for follow-up visits. There is a need shortly to formulate telerehabilitation-specific guidelines to surpass this challenge.

The Impacts of Covid-19 on Youth Entrepreneurship in South Africa

The COVID-19 pandemic has impacted youth entrepreneurship in countries around the world. Developing countries have been negatively impacted the most due to the challenges confronting low-income countries. The youth in developing countries experience many challenges especially in start-ups and innovative businesses owing to lack of education, skills, funding, infrastructure, and other mechanisms of support.. These challenges therefore pose a significant threat on the youth in these countries in sustaining their new ventures and businesses during and after the crisis. This study focuses on a South African perspective and looks at the impacts of the COVID-19 pandemic on youth entrepreneurship in developing countries in comparison to developed countries. Nothwithstanding these challenges however, there are many opportunities that can be exploited in this crisis through innovative projects. This study was critical due to inadequate research been conducted on the impacts of the pandemic on entrepreneurship and youth entrepreneurship. A library and desk-based research was undertaken due to COVID-19 restrictions and time constraints. An inclusive literature review was done and thereafter findings reflected that the challenges that youth in African countries experience are due to the poor development of youth. Shutdowns of businesses and the protection of the elderly by staying home influenced their businesses. This impacted the youth negatively during the lockdown, but due to their innovative mind-sets, many African youth entrepreneurs utilized the lockdown as an opportunity to repurpose their businesses or embark on new ventures. Recommendations included creation of entrepreneurship hubs, availability of support initiatives, funding opportunities and creation of youth-friendly policies.

Adopting Digital-Oriented Work Practices That Facilitate Work Satisfaction

With the advent of the digital economy, more aspects and methods of providing services and products in organizations are related to digitalization. These digital changes affect both an organization’s work and management practices (including process management) and the innovation mindset among employees. Although employees are one of the fundamental factors in each organization and their level of work satisfaction is crucial to the efficiency of a business, their work perceptions remain under-investigated when it comes to digital process innovations. Hence, in this study, we followed a quantitative research design to analyze a representative set of European employee data using data analysis (e.g., factor analysis, analysis of variance - ANOVA) and data mining (e.g., clustering) techniques to examine the influence of digital-oriented work practices on work satisfaction. We provide insight into the people–process–technology (PPT) coverage of organizations with various degrees of digital-oriented work practices to upgrade organizations’ work practices and simultaneously empower their employees. We also help organizations to predict their current level of digital orientedness.

Development and Practice of Science Education to Cultivate Innovative Mindset Through the Design Thinking Process

Development and Practice of Science Education to Cultivate Innovative Mindset Through the Design Thinking Process

Thinking Outside of the Box: Engaging Auditors’ Innovation Mindset to Improve Auditors’ Fraud Judgments and Actions in a Data-Analytic Environment

Thinking Outside of the Box: Engaging Auditors’ Innovation Mindset to Improve Auditors’ Fraud Judgments and Actions in a Data-Analytic Environment

METHODS EMPOWERMENT SOUL ENTREPRENEURSHIP OF YATIM AND DHUAFA ORPHANAGE HAFIZIL YATAMU SABUNGAN JAE PADANGSIDIMPUAN

This Yatamu Hafizil Orphanage is a social foundation that educates and fosters entrepreneurial skills for orphans and poor people with social problems. Like economic capacity, left behind by dead father and mother. The theory explains, financial, entrepreneurial spirit, thinking, creative spirit, innovative are the core requirements for empowering the entrepreneurial spirit. Unlike the orphanage and poor people in Sabungan, Jae accepts children to be empowered for their entrepreneurial spirit at no cost. This is contrary to the requirements for empowering an entrepreneurial spirit. entrepreneurship requires sufficient capital, a strong physical condition, has a creative and innovative mindset. This research is a descriptive qualitative research. The data sources used are primary and secondary. The informant retrieval method used was purposive sampling, while the data collection techniques were observation, interview and documentation. The instrument used in the interview was a focus group discussion. The analysis of the validity of the data used was source triangulation. As a result, there are several methods of empowering the entrepreneurial spirit of the orphanage and poor people. Namely, snowballing lessons, meet the guests, town meetings, whatsapp conferences.

Creating shared value: the case of innovability at Suzano in Brazil

PurposeThis study aims to investigate how Suzano implemented shared value (SV) strategies to reconcile profitability and social welfare by joining innovation and sustainability.Design/methodology/approachThe authors use an exploratory, descriptive qualitative approach using the interactive qualitative analysis (IQA) method. IQA procedures and protocols were operationalized to get to Suzano's SV system. Primary data were collected through in-depth interviews. Content analyses were conducted with the support of Atlas.ti software.FindingsThe most relevant findings of this research are (1) Suzano developed a unique strategy to spread collaborative and innovation mindset throughout the organization called “innovability”; (2) Suzano's effort to understand local community's demands and a collaborative work raised the companies' profitability and enabled prosperity for the community; (3) the IQA procedures and protocols enabled the development of a Suzano's SV system, composed of nine elements and their relationships. They are purpose-driven leadership, materiality matrix, social welfare, profitability, ecosystem, business results, social results, impact and sustainable economic development, (4) purpose-driven leadership is the system's driver.Research limitations/implicationsThis study was limited to studying the implementation of the SV as a strategy to reconcile profitability and welfare. Despite the findings about the company's conflicts with local communities and the strategy with small family producers, other studies could evaluate the strategy of different stakeholders, such as the supply chain since Suzano is one of the leading companies of paper sales in Brazil.Practical implicationsBy using IQA protocols and the nine elements of this study, other researchers may replicate it to investigate the adoption of SV strategies in other organizations. The SV system developed in this study may be used by business leaders to disseminate the SV policies and practices in their organization.Social implicationsThe company adopts the three forms of SV -reconceiving products and markets, redefining productivity in the value chain and developing clusters with the local community-as strategies for sustainable and collaborative management. Suzano was led to get involved with the problems and conflicts' root causes. By doing so, the company unlocked innovation as a driver to achieve sustainable and responsible management. For them, innovation is in service of sustainability, creating innovability. Both concepts are part of the whole organization culture and practice. Innovability is Suzano's essence, and SV strategies are the means to scale it.Originality/valueThe originality of the paper relies on the method and techniques used to gather and analyze primary data, in which the unit of analysis (Suzano's SV strategy) was considered a system. Major findings were validated with research participants. By using IQA protocols and the nine elements of this study, other researchers may replicate it to investigate the adoption of SV strategies in other organizations.

Bolstering Transformation Delivery through Employee Engagement and Innovative Work Behaviour in Malaysia Public Services: A Conceptual Paper

The debut of National Transformation 2050 validates that Malaysia is committed in standing tall amongst the developed nations. Over the years, numerous transformation programs have been introduced to enhance the wellbeing of the nation and its people. Among the agenda is to overcome challenges in public services delivery which include the improvement of services by the counter service team and frontliners as well as the enhancement of reliability and integrity, issues of productivity, and many more. Public servants are an important source of innovation for an organisation that needs to be continuously nurtured. To accelerate the outcome, engagement was reportedly found to be the key enabler for sustainable success in any change or transformational-related event. Fostering employee engagement will nurture many prodigious advantages such as augmenting people’s innovative mindset and will greatly enhance the likelihood for a successful transformation program to happen. Along with the derivation of theoretical concepts guided by Social Exchange Theory (SET), the proposed concept is further reinforced through the best practices obtained from developed countries that have adapted best practices in employee engagement and innovation. The critical key area to a developed nation is always the wellbeing of its public services. In shaping Malaysia to be one of the most prominent figures in the future, everyone needs to be a builder.
 Keywords: Public Services, Transformation, Engagement, Innovation

Pengaruh Usia Sumber Daya Manusia pada Efektivitas Kinerja Koperasi di Era Revolusi Industri 4.0

The era of the Industrial Revolution 4.0 is dubbed the era of digitalization. All data will be interconnected by technology. This causes the age range of human resources to affect the effectiveness of cooperative work. Millennials have an innovative and creative mindset. Utilization of modern information technology must be supported by competent human resources. Competent human resources will create a good cooperative. The purpose of this study was to determine the effect of cooperative resource age in the era of the industrial revolution 4.0 and to determine the quality of cooperative human resources needed in the era of the industrial revolution 4.0. This research formulates the problem of why the age of cooperative resources has an effect on the era of the industrial revolution 4.0 and the quality of cooperative human resources needed in the era of the industrial revolution 4.0. Data collection techniques were obtained from electronic literature, books, journals, articles, and other sources. The results of the study show that the age of human resources has an influence on cooperatives in the industrial era 4.0 because the skills needed in this era are owned by the millennial generation.
 
 
 Keywords: Cooperatives, Human Resources, Technology, Age and Quality

The Mindset of Innovation: Contributions of Cognitive and Social Psychology

In order to consider anything as new, individuals have to accept it aspossible. To consider it as innovative, a person has to see it as necessary.These two concepts, derived from Piaget's theory (1987), are key elementsfor the analysis of innovation mindset. Theoretical framework explainshow “opening up for new possibilities” implies overcoming pseudoimpossibilities, and how possibilities are built up alongside individualdevelopment. In short, an innovation has to be considered possible andnecessary, feasible and viable. Thus, the cognitive processes involvedin defining what is possible, and accepting what doesn't have to be theold way, are crucial mental structures subjacent to innovations’ decisionmaking. This study examines mindset through mental models, cognitiveprocesses and executive functions, as well as Piaget and Gestalt theory'scontributions. The empirical investigation involved a search for articlespublished on the theme between 2019 and 2021, concluding that they applythe innovation mindset definition, taking for granted the psychologicalmechanisms inlayed in it. The article also points up to the gap betweenmanagement and psychology, indicating the urgent need of interdisciplinarystudies, due to the mutual benefits for both sciences and also, bettercomprehension of the constructs.

Enhancing public service innovation through value co-creation: Capacity building and the ‘innovative imagination’

IMPACT Funders, policy-makers and public service managers should be aware that inputs can be designed into the innovation process in order to build capacity among staff engaged in innovation in public services. The article shows that upskilling, cohort creation and an enhanced innovative mindset can be generated through a structured programme, with the integration, application and use of such resources facilitating value co-creation processes. Barriers to and facilitators of innovation are also identified. These include senior management buy-in and allocation of time. ABSTRACT This article considers how a perspective on value co-creation, known as ‘service-dominant logic’ (S-D logic), contributes to theoretical and empirical understandings of the processes underlying social innovation and co-creation in public services. Specifically, this explores how adopting a service ecosystems perspective to interpret empirical data regarding participation experiences in a UK public service innovation programme, enhances understanding of learning and knowledge exchange processes, experimentation and value co-creation in public service innovation projects.

Sustainability beyond economic prosperity: Social microfoundations of dynamic capabilities in family businesses

Family businesses strive not only for economic prosperity but also for social and environmental values and achievements. In an ever-changing business environment, dynamic capabilities are required to sustain performance across these areas. To understand these mechanisms in order to proactively manage them, it is necessary to identify their specific microfoundations and uncover how these relate to sustainability. However, research on sustainability dynamic capabilities in family businesses and their microfoundations is scarce. To address this research gap, we conducted semi-structured interviews with 11 German and Swiss family businesses from different industries of different ages and sizes. Our findings suggest that the majority of dynamic capability microfoundations relate to economic sustainability, with a specific focus on future orientation, traditional mindsets, rapid decision-making, intuition, speed, and resource slack. Further, we find the social aspects of innovative mindsets, human capital investments, and participation to be the specific microfoundations that strongly link with social and, eventually, economic sustainability. However, we did not find specific microfoundations for environmental sustainability.

Innovation in talent management practices: creating an innovative employer branding strategy to attract generation Z

PurposeThis research paper focuses on the arriving new generation, “Gen Z,” and how an organization can target this new talent through innovation in its employer branding. This paper aims to enhance the readers’ understanding of how generation Z is different from the previous generations and their unique preferences. This study also attempts to probe and help readers understand innovative practices in employer branding and what tools can be used under this umbrella to influence and attract the increasing workforce of generation Z to the labor market.Design/methodology/approachThere were 21 in-depth semi-structured interviews taken from human resources (HR) heads of various organizations, a few mid-managers, consultants and HR experts based in India. Each interview was transcribed, and a technique of inductive content analysis was used. Broad themes and several new items emerged that looked at innovation in employer branding.FindingsIt was found through this study that Gen Z has high career aspirations, working styles, attributes, education preferences and has an innovative mindset. This demands a flexibility of being independent and confident. They prefer diversity not just through race and gender but also through identity and orientation. Most important, money is not the only priority for them when it comes to their career development. They also want themselves to be associates with a workplace exhibiting community support. They are driven by an innovative mindset where they resort to creative means to achieve their goals.Research limitations/implicationsThe research paper is exploratory. The model and hypotheses the author arrives at must be verified empirically by collecting primary data through validated instruments by the relevant stakeholders in the organization, specifically the stakeholders specializing in the domain of talent acquisition and talent management, to add additional weight and meaning to the literature.Practical implicationsAs the members of Gen Z are about to step into the labor market, the proposed finding in this research paper would help current industrial practitioners rethink how they will design their policies to entice and integrate Gen Z into the workplace.Originality/valueRealizing that companies’ experience with millennials’ entry into the workforce might not have prepared them to win with Gen Z, the author has examined what makes Gen Z different from earlier cohorts on how do they approach the workplace. Understanding the unique behavioral differences, the author has proposed organizations’ practices to appeal to them to work with them. Adding to the existing literature on “Generation Z” and “Employer Branding,” the author has linked both in the paper with a qualitative study and proposed a model to build Generation Z’s employer brand.

Dinamika Perubahan Sosial dalam Syndrom Hyperrealitas

Social change in general can be defined as a process of shifting or changing the structure/order in the society, include more innovative mindset, attitude, and social life in order to get a more dignified livelihood. The changes that occur in the community nowadays is normal symptoms. His influence could spread quickly to other parts of the world thanks to the presence of modern communication. New discoveries in the field of technology happens somewhere, it quickly can be known by other societies that are far away from the venue. Social change always brings out the dynamics that unwittingly connected with the reality of conflicts in society.

Teaching innovation in an age of disruption

AbstractIn a climate of global disruptions, it seems certain that adaptive change will be an important part of our lives for the foreseeable future. Now, more than ever, we have a responsibility to introduce our students to skills that will support them in this work. This paper is a synthesis of a number of invited plenary talks given from 2014–2019 which explore the dichotomy of engineering: we are innovators and problem solvers who also hold reliability and protection of the public as our most important obligation. The data show that innovation will become more important in the decades ahead, but finding academics who love the uncertainty that comes with teaching design is becoming more difficult. The tension—and occasional polarization—between prioritizing innovation or maintaining reliable known solutions is deconstructed and explored. Two examples of how this plays out in industry are presented. The second half of the paper presents a selection of important ideas for teaching innovation thinking. Practical teaching strategies are included for easy implementation in the classroom. In closing, the major threads in (engineering) teaching and learning research are summarized, again, with samples of best practices in the context of teaching collaborative innovation. The goal of this paper is to provide engineering instructors with tools which are easily applied to build curiosity and an innovation mindset, without reducing their commitment to reliable and robust engineering problem solving.

Engineering Solutions to COVID-19 and Racial and Ethnic Health Disparities

The role of engineers in response to the COVID-19 pandemic and in the elimination of health disparities, while not always visible, has important implications for the attainment of impactful solutions. The design skills, systems approach, and innovative mindset that engineers bring all have the potential to combat crises in novel and impactful ways. When a disparities lens is applied, a lens that views gaps in access, resources, and care, the engineering solutions are bound to be more robust and equitable. The disproportionate impact of COVID-19 on the Black community and other communities of color is linked to inequities in health rooted in a centuries long structural racism. Engineers working collaboratively with physicians and healthcare providers are poised to close equity gaps and strengthen the collective response to COVID-19 and future pandemics.

Lessons Learned During COVID-19 That Can Move Telehealth in Primary Care Forward.

Our university hospital-based primary care practices transitioned a budding interest in telehealth to a largely telehealth-based approach in the face of the COVID-19 pandemic. Implementation of telehealth began in 2017. Health system barriers, provider and patient reluctance, and inadequate reimbursement prevented widespread adoption at the time. COVID-19 served as the catalyst to accelerate telehealth efforts. COVID-19 resulted in the need for patient care with "social distancing." In addition, due to the pandemic, the Centers for Medicare and Medicaid Services and other insurers began expanded reimbursement for telehealth. More than 2000 providers received virtual health training in less than 2 weeks. In March 2020, we provided 2376 virtual visits, and in April 5293, which was more than 75 times the number provided in February; 73% of all visits in April were virtual (up from 0.5% in October 2019). As COVID-19 cases receded in May, June, and July, patient demand for virtual visits decreased, but 28% of visits in July were still virtual. Several key lessons are important for future efforts regarding clinical implementation: (1) prepare for innovation, (2) cultivate an innovation mindset, (3) standardize (but not too much), (4) technological innovation is necessary but not sufficient, and (5) communicate widely and often.

Human resources management and open innovation: the role of open innovation mindset

There is growing interest in the role of strategic human resource management (SHRM) in managing employees and supporting their capacity for innovation in high‐tech firms. In this paper, using dynamic capabilities theory we examine the role of SHRM in supporting open innovation (OI) performance of employees in four US multinational technology firms. We introduce OI mindset as a new concept that is critical for organisations engaging in OI and conceptualise it as consisting of values, attitudes, and beliefs that capture an individual’s openness towards knowledge sourcing and sharing inside and outside organisational boundaries. We examine the mediating role of OI mindset on the relationship between SHRM and OI performance. Our results confirm three hypotheses and that OI mindset mediates the relationship between SHRM and OI performance. These findings demonstrate the utility of OI mindset and the important role of SHRM in predicting OI performance. We draw implications for theory and HR practice in the Asia‐Pacific region.

The Relationship between Shared Leadership, Employee Empowerment and Innovativeness in Primary Schools: A Structural Equation Modeling

<p style="text-align:justify">Shared leadership and employee empowerment develop positive feelings in employees towards the organization, the work they do and themselves. These positive emotions create confidence for employees to try new methods and techniques in their work. Employees who approach their work with an innovative mindset will be more beneficial to their organizations and increase their own satisfaction. In this study, the shared leadership, employee empowerment and innovativeness levels of schools, the relationship of these variables with each other and the predictive status were examined according to the perceptions of the teachers. This study is a research in relational survey model. The data of the research were collected in the province of Malatya in November during 2019-2020 academic year. The data were collected through "Shared Leadership", "Employee Empowerment" and "Innovativeness" scales. Correlation analysis and structural equation modeling were used to analyze the data. According to the results of the research, the levels of shared leadership, employee empowerment and innovativeness in primary schools are “partially high”. There is a positive, significant and moderate relationship between the school's shared leadership and employee empowerment and teachers' innovativeness. In addition, shared leadership and employee empowerment predict teachers' innovativeness. For this reason, it is considered important to create a school environment where leadership is shared in order to increase the innovativeness of teachers and to support teachers and include them in decision-making processes in order to empower them.</p>

The driving mindsets of innovation: curiosity, creativity and clarity

PurposeInnovation is an essential process for growth and well-being of organisations and society in general but is difficult to manage successfully. Through a better understanding of the innovation mindsets as established strategists use them in practice, this paper aims to improve firms’ success rates of innovation.Design/methodology/approachTo examine how innovation processes play out in dynamic environments, the authors undertook a longitudinal two-year multi-case study in the high-tech sector.FindingsStrategists in this study showed distinct phases in their successful innovation journey with three dominant mindsets of curiosity, creativity and clarity. The curiosity phase includes actions focused on discovering and understanding the implications and significance of an opportunity. The creativity phase includes actions focused on creating and testing a wide range of options. The clarity phase consists of actions focused on resourcing and implementing change.Practical implicationsIn adopting this framework for use in the field, the authors recommend strategists take time for discovering and getting to core understanding in the curiosity phase. They should then take action by creating and actively testing a broad range of solution ideas in the creativity phase. Finally, organisations need to take care with clear direction and communication when resourcing and implementing in the clarity phase.Originality/valueThis novel framework which emerged from the longitudinal field research describes the mindsets of innovation and how these are used at different phases in the innovation process.