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The Oxford Review Volume 3 No 12

The Oxford Review Volume 3 No 12

In this edition of the Oxford Review:   Coaching for personality change Creating open innovation cultures in cluster environments Holacracy and obliquity: do new organisational design approaches actually work? How teams cope with new challenges through informal leadership Inspiring innovation in organisations through constructive confrontation Organisational change leadership: new thinking Predicting knowledge sharing in organisations […]

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Inspiring innovation in organisations through constructive confrontation

Research Briefing

Keywords: innovation, organisational innovation, innovation methods, innovation engagement, innovative culture, organisational innovation behaviours, constructive confrontation, organisation performance, individual performance Whilst most organisations recognise the need for change and continual improvement in products, services and processes, inspiring innovation in these areas at all levels within an organisation is often a significant difficulty. Turning employees from passive […]

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