This paper addresses the question of whether multiple management system standards (MSSs) such as ISO 9001 and ISO 14001 hinder innovation processes. Following a review of the relevant literature, an empirical study of 249 Spanish organisations registered to both ISO 9001 and ISO 14001 is presented. The principal finding of a previous study [Castillo, S.M., Casadesus, M., Karapetrovic, S., Heras, I., & Martin, I. (2008). Do standardized management systems hinder innovation processes, in Proceedings of the 2nd International Quality Conference – Quality Festival 2008, Kragujevac, Serbia (also appeared in the International Journal of Quality Research, 2(2), 121–127] is a decrease in the importance attached to the statement that MSSs hinder innovation as more of these standards are considered for implementation in the future. The model presented in this paper includes data from organisations that have not just implemented, but have also integrated their standardised management systems (MSs). This model investigates the effects of specific motivators and difficulties of implementing multiple MSSs on the responses of organisations to the statement that MSSs are seen as a barrier to innovation. The model also examines the effect of MSSs as a barrier to innovation on the intention of these organisations to implement MSSs in the future. Results show significant influence for the variables studied.

Numerous studies and reviews about University Knowledge Transfer Offices (UKTO) have been written, but there are few that focus on Social Responsibility (SR). We present a systematic review of the research on both fields. We consider not only logics from agency theory and resource-based view, but also the dynamic approach from institutional theory, as they aim to generate sustainable economic and social value. The evolution of Knowledge Transfer Offices depends on their role as brokers of collaborations among different stakeholders, according to their mission and capacity to confront the innovation gap. We follow the line of SR viewed as a response to the specific demands of large stakeholders. Building upon recent conceptualizations of different theories, we develop an integrative model for understanding the institutional effects of the UKTO on university social responsibility.

To tackle the complex problem of providing business intelligence solutions based on business data, bioinspired deep learning has to be considered. This paper focuses on the application of artificial metaplasticity learning in business intelligence systems as an alternative paradigm of achieving a deeper information extraction and learning from arbitrary size data sets. As a case study, artificial metaplasticity multilayer perceptron applied to the automation of credit approval decision based on collected client data is analyzed, showing its potential and improvements over the state-of-the-art techniques. This paper successfully introduces the relevant novelty that the artificial neural network itself estimates the pdf of the input data to be used in the metaplasticity learning, so it is much closer to the biologic reality than previous implementations of artificial metaplasticity.

Este trabajo propone el uso de una ?Dirección por Valores? por parte de los líderes que interactúan en redes de ?Innovación Abierta?. Una primera revisión de la literatura disponible nos indica el tipo de liderazgo a ejercer. Pese a que pudiese pensarse que en redes tan avanzadas el liderazgo transformacional puro sería el objetivo ideal, se concluye que, para estas redes no puede olvidarse cierta faceta transaccional. Con este marco, el estudio del estilo de dirección a emplear, nos orienta hacia la Dirección por Valores. Este tipo de dirección proporciona ventajas en (i) comunicación, (ii) relaciones en la red y (iii) protección frente a desviaciones del camino óptimo. En el pasado se han desarrollado los aspectos teóricos de la comprensión de la dimensión humana que fomenta la innovación. También se ha estudiado la relevancia de los estudios de humanidades en ingeniería para comprender los valores asociados. En la actualidad, nos encontramos ante la necesidad de llevar esta teoría a la práctica en las organizaciones. Los resultados de este trabajo ofrecen pautas, en forma de proposiciones fácilmente contrastables, para profundizar en una Dirección por Valores dentro del marco de la Innovación Abierta

Purpose – The purpose of this paper is to analyze how team management affects team-learning activities.\ud Design/methodology/approach – The authors empirically study 68 teams as they operate in the natural business context of a major Spanish bank. Quantitative research utilizing multiple regression analyses is used to test hypotheses.\ud Findings – The leadership behaviour (consideration, initiation of structure) displayed by the team leader plays a key role in facilitating team learning. Team leader behaviour characterised by consideration and in particular by initiation of structure are both positively related to team-learning activities. Cross-training of team members also contributes to team-learning behaviour.\ud Research limitations/implications – A specific setting may limit the generalizability of findings. Further research may accordingly investigate to what extent these results can be generalized to other settings or other aspects of team learning.\ud Practical implications – The leadership style adopted by the team leader, as well as cross-training of members, affect team-learning activities. These results link leadership theory to collective learning in teams and organizations, and suggest ways leaders can contribute to improved learning.\ud Originality/value – The study provides new insight into how management of teams facilitates team-learning activities. While consideration is somewhat related to team learning, initiation of structure as well as cross-training appear as key variables