Nuttawuth Muenjohn | University of Bradford,UK (original) (raw)

Books by Nuttawuth Muenjohn

Papers by Nuttawuth Muenjohn

Routledge, UK, 2022

As a result of its increasing importance to organisational leaders, communities, governments and ... more As a result of its increasing importance to organisational leaders, communities, governments and nations, innovation is an increasingly important concept, the rationale behind which is that change, reform and the creation of opportunities are essential for organisational, governmental and national survival, competitiveness, growth, value and even dominance. However, little consensus exists regarding what public sector innovation is, and to compound the issue further, there is a scarcity of management frameworks for informing public sector organisations about innovation processes (Bloch & Bugge, 2013; Parna & Tunzelmann, 2007; Salge & Vera, 2012; Walker, Jeanes & Rowlands, 2002). For these reasons, careful attention should be paid to what motivates or obstructs
innovation in the government sector. While numerous studies have examined the factors contributing to innovation, the results of such research have often been vague and indefinite as there is a lack of agreement around any definition of ‘innovation’ or particular unit or tool for its measurement (Delbecq & Mills, 1985; Hage, 1999; Kimberley & Evanisko, 1981). Although the concept of innovation has had various interpretations and paradigmatic approaches, a common understanding throughout the literature is that innovation principally relies upon competence and leadership, as opposed to creativity or invention, which depend upon endeavour and experimentation (Chapman, 2006).
Given the vagueness surrounding public sector innovation and the dearth
of management tools for understanding and fostering innovation processes in public sector organisations, the conceptual framework developed in this study seeks to offer a theoretical underpinning that will help individuals and organisations better understand the forces at work in innovation in the government sector.

Advances in logistics, operations, and management science book series, Apr 5, 2024

Academy of Management Proceedings

The Journal of Developing Areas, 2015

Despite the promising relationship that has been reported between HRM and Organization Performanc... more Despite the promising relationship that has been reported between HRM and Organization Performance (OP) in the last two decades, it is found that good HRM system and practices do not directly lead to better organization performance. However, questions remain about what factors mediate the HRM-OP relationship, which is commonly referred to as the "black box". The aim of this paper, therefore, is to develop and propose a conceptual model that captures the mediating effects of organizational factors such as "AMO" (skills and Abilities, Motivation, and Opportunity to participate), employees' attitudes, and employees' behaviors on the relationship between the HRM system and organizational performance. The proposed model intends to integrate both the content and the process approach to HRM. The paper, as a part of a project, uses an operationalization method to develop a theory-based model. The model development process involves a large amount of review of the literature in the field of HRM and OP. Analysis of the key concepts is conducted. The potential association and relationship among the factors are identified through integration of the findings in the mainstream literature. In the second stage of the project, the proposed model will be empirically tested by quantitative method. A questionnaire survey will be carried out to collect primary data using random sampling method. Structural Equation Modelling (SEM) technique will be utilized for data analysis. Validity and reliability tests will be performed. Drawing on literature review, this paper supports the assertion that the impact of HRM on OP is indirect. Such impacts are achieved through its impacts on employees. Based on the operationalization, a conceptual framework is presented to represent the mediating effects of the factors on the relationship between the HRM system and organizational performance. The proposed framework argues that employees' AMO, attitudes and behavior should be sequentially considered as the mediating factors in the HRM-OP relationship. Moreover, shared perceptions among employees (strong climate) towards the HRM system should have a significant moderating effect on the HRM-AMO relationship. It is expected that the findings from this paper and project can partially unlock the "black box" in the HRM-OP relationship. The proposed framework can help organizations realize that good HRM policy does not directly lead to expected OP. Policies and systems should be in place to monitor whether and how HRM system help achieve OP through its influences on employees.

Studies in Higher Education, Apr 13, 2023

International Journal of Environmental Research and Public Health

The COVID-19 pandemic has forced employees to adapt and adjust to the new normal in an unpreceden... more The COVID-19 pandemic has forced employees to adapt and adjust to the new normal in an unprecedented way. While some employees have been able to move to work-from-home (WFH) relatively easily, many find it challenging. Notwithstanding the magnitude of change, little is known about the determinants of WFH employees’ mental health during COVID-19. This study therefore aims to explore (1) the salient factors that contribute to the mental health issues of WFH employees and (2) strategies to overcome WFH challenges. A qualitative approach using phenomenological inquiry was adopted. Forty-one employees who worked from home in Pakistan were sampled using the purposive and snowball sampling techniques. Data was collected via semi-structured interviews and analyzed using thematic analysis. Overall, employees believe that organizations offer inadequate support in both work-related and non-work-related matters. Five themes were elicited and coded as factors that contribute to mental health iss...

Routledge eBooks, Aug 9, 2022

This section outlines the differences between private- and public sector organisational culture. ... more This section outlines the differences between private- and public sector organisational culture. Public sector organisations have characteristics that influence organisational culture and so its connection to workplace innovation. The different elements of public service culture include socio- political culture, bureaucratic, civil ‘public’ service organisational culture and the culture of local accountability. They tend to be established and more mature organisations. They are subject to political influence from government and deliver services for the public good. They are less likely to be driven by profit motives. The conceptual framework developed in this chapter provides a theoretical view of how culture is a significant factor in determining workplace innovation and will set up the component parts for the chapters that follow.

Routledge eBooks, Aug 9, 2022

This chapter highlights the Australian state government departments’ capabilities in promoting in... more This chapter highlights the Australian state government departments’ capabilities in promoting innovation through various perspectives derived from government reports, newsletters and websites. According to Klein, et al. (2013), innovation in public sector organisations is reliant on evolved organisational capabilities. Clausen, Demircioglu and Alsos (2019) articulated that organisations with innovation capability not only have more opportunities to spur innovation processes, but they may also be better at sourcing external resources and further supporting the organisation’s capability to innovate. Although several scholars examined innovation processes in developing and developed countries, it is argued that research on innovation in the public sector is still underdeveloped (Moussa, 2021a; Demircioglu & Audretsch, 2019; Torfing & Triantafillou, 2016). Hence, this chapter heeds these calls by examining innovation strategies to identify the extent to which the Australian government provides the infrastructure to support innovation. This chapter not only intends to add to the literature on innovation in the public sector, but also seeks to consolidate various perspectives on how to make innovation flourish in public sector organisations across all states of Australia. Thus, the research questions involve, (a) What are critical organisations’ climate factors that impact innovation in public sector organisations in Australia? and (b) What are the most favourable leadership characteristics/ behaviours that enhance a culture of innovation in the public sector organisations in Australia?

Innovation and Leadership in the Public Sector

Due to current societal challenges, it can be argued that innovation processes in the public sect... more Due to current societal challenges, it can be argued that innovation processes in the public sector have the potential to enhance effectiveness and problem solving capacities, which may result in better services. However, understanding how to develop a culture of innovation in the public sector still requires further research (Sousa, Ferreira & Vaz, 2020). In other words, although there is extensive research on innovation in the public sector, researchers still recommend the need to examine how can public sector organisations support processes of innovation (Lopes & Farias, 2020; Torfing, 2019; Agger & Sorensen, 2018). Interestingly, research on innovation in the private sector is ten times more than in the public sector (Rivera- Leon, Simmonds & Roman, 2012). Due to the uncertainty of the current situation, the question of how to promote innovation has become fundamental in public sector organisations (Osterberg & Qvist, 2020). Moussa, McMurray and Muenjohn (2018a, 2018b, 2018c) indicated that little is revealed on how to develop systems that can promote innovative activities, and the current literature emphasises why the public sector should change and what changes should be investigated.

Innovation and Leadership in the Public Sector

To improve public sector innovation more understanding is needed about the impact of organization... more To improve public sector innovation more understanding is needed about the impact of organizational culture on workplace innovation. This has been neglected in literature despite the public sector representing up to 30 per cent of local economies and Work

Innovation and Leadership in the Public Sector

This chapter identifies and outlines how demographic groups in the public sector organisation wer... more This chapter identifies and outlines how demographic groups in the public sector organisation were found to have different perspectives of organisational culture and workplace innovation. This supports the organisational culture and climate literature that identifies organisation life may be perceived differently by different demographic groups. The concept of culture within an organisation is not homogeneous but pluralistic and often contested, with competing factions defining the organisation in a way that meets their cultural perceptions. The demographic groups studied were gender, marital status, age and educational level. Therefore, this chapter highlights the differences experienced by demographic groups within the organisation and how it impacts on their ability to undertake workplace innovation.

Innovation and Leadership in the Public Sector

Innovation has gained momentum in recent years as a new field for developing processes and approa... more Innovation has gained momentum in recent years as a new field for developing processes and approaches to tackle dynamic and volatile challenges in the public sector. For example, several initiatives were experimented, such as the development of structures or teams that can stimulate innovation in public sector organisations (Polvora & Nascimento, 2021; McGann, Blomkamp & Lewis, 2018; Tonurist, Kattel & Lember, 2017). Nonetheless, there is still a lack of in-depth analysis of what it means to innovate in the public sector. Decision- makers still have insufficient access to tangible examples of how to promote innovation, particularly in challenging circumstances. Hence, this chapter reviews different approaches and capabilities to better understand how to promote innovation processes in the public sector, particularly during the COVID- 19 pandemic. According to the European Commission (2013), innovation is the process of developing new ideas to improve processes and create value for society. Some scholars argue that innovation in the public sector has become a fashionable concept from Europe and North America to Australia and New Zealand (Polvora & Nascimento, 2021). However, the pandemic has overwhelmed many governments around the world. Subsequently, governments are increasingly developing new strategies and processes to build resilience and combat global pandemics, such as COVID- 19 (Baxter & Casady, 2020). In other words, innovation is no longer associated with specific nations, but a worldwide trend. Similarly, Lee and Trimi (2021) noted that the current crisis is challenging several nations to consider innovation as a state of urgency to deploy innovative processes in this unstable and unpredictable environment. In the current episode, the global pandemic of COVID- 19 requires change and innovation at an unprecedented rate of velocity to tackle numerous challenges.

Cross-Cultural Performance Management, 2022

This chapter explores the implications of frugal innovation for socio-economic development. Two c... more This chapter explores the implications of frugal innovation for socio-economic development. Two case studies, eRanger motorcycle ambulance and Tata Swach water purifier, are examined using the qualitative content analysis methodology. The findings suggest that frugal innovation’s developmental effect is nuanced; while it may enhance living conditions at the micro level and serve as a useful stop gap measure for managing developmental challenges, it might not be adequate for addressing the underlying factors of socio-economic underdevelopment. Related theoretical and practical implications highlight the need to recognise the developmental capabilities and limitations of frugal innovation in order to ensure its appropriate use for purposes of development.

Routledge, UK, 2022

As a result of its increasing importance to organisational leaders, communities, governments and ... more As a result of its increasing importance to organisational leaders, communities, governments and nations, innovation is an increasingly important concept, the rationale behind which is that change, reform and the creation of opportunities are essential for organisational, governmental and national survival, competitiveness, growth, value and even dominance. However, little consensus exists regarding what public sector innovation is, and to compound the issue further, there is a scarcity of management frameworks for informing public sector organisations about innovation processes (Bloch & Bugge, 2013; Parna & Tunzelmann, 2007; Salge & Vera, 2012; Walker, Jeanes & Rowlands, 2002). For these reasons, careful attention should be paid to what motivates or obstructs
innovation in the government sector. While numerous studies have examined the factors contributing to innovation, the results of such research have often been vague and indefinite as there is a lack of agreement around any definition of ‘innovation’ or particular unit or tool for its measurement (Delbecq & Mills, 1985; Hage, 1999; Kimberley & Evanisko, 1981). Although the concept of innovation has had various interpretations and paradigmatic approaches, a common understanding throughout the literature is that innovation principally relies upon competence and leadership, as opposed to creativity or invention, which depend upon endeavour and experimentation (Chapman, 2006).
Given the vagueness surrounding public sector innovation and the dearth
of management tools for understanding and fostering innovation processes in public sector organisations, the conceptual framework developed in this study seeks to offer a theoretical underpinning that will help individuals and organisations better understand the forces at work in innovation in the government sector.

Advances in logistics, operations, and management science book series, Apr 5, 2024

Academy of Management Proceedings

The Journal of Developing Areas, 2015

Despite the promising relationship that has been reported between HRM and Organization Performanc... more Despite the promising relationship that has been reported between HRM and Organization Performance (OP) in the last two decades, it is found that good HRM system and practices do not directly lead to better organization performance. However, questions remain about what factors mediate the HRM-OP relationship, which is commonly referred to as the "black box". The aim of this paper, therefore, is to develop and propose a conceptual model that captures the mediating effects of organizational factors such as "AMO" (skills and Abilities, Motivation, and Opportunity to participate), employees' attitudes, and employees' behaviors on the relationship between the HRM system and organizational performance. The proposed model intends to integrate both the content and the process approach to HRM. The paper, as a part of a project, uses an operationalization method to develop a theory-based model. The model development process involves a large amount of review of the literature in the field of HRM and OP. Analysis of the key concepts is conducted. The potential association and relationship among the factors are identified through integration of the findings in the mainstream literature. In the second stage of the project, the proposed model will be empirically tested by quantitative method. A questionnaire survey will be carried out to collect primary data using random sampling method. Structural Equation Modelling (SEM) technique will be utilized for data analysis. Validity and reliability tests will be performed. Drawing on literature review, this paper supports the assertion that the impact of HRM on OP is indirect. Such impacts are achieved through its impacts on employees. Based on the operationalization, a conceptual framework is presented to represent the mediating effects of the factors on the relationship between the HRM system and organizational performance. The proposed framework argues that employees' AMO, attitudes and behavior should be sequentially considered as the mediating factors in the HRM-OP relationship. Moreover, shared perceptions among employees (strong climate) towards the HRM system should have a significant moderating effect on the HRM-AMO relationship. It is expected that the findings from this paper and project can partially unlock the "black box" in the HRM-OP relationship. The proposed framework can help organizations realize that good HRM policy does not directly lead to expected OP. Policies and systems should be in place to monitor whether and how HRM system help achieve OP through its influences on employees.

Studies in Higher Education, Apr 13, 2023

International Journal of Environmental Research and Public Health

The COVID-19 pandemic has forced employees to adapt and adjust to the new normal in an unpreceden... more The COVID-19 pandemic has forced employees to adapt and adjust to the new normal in an unprecedented way. While some employees have been able to move to work-from-home (WFH) relatively easily, many find it challenging. Notwithstanding the magnitude of change, little is known about the determinants of WFH employees’ mental health during COVID-19. This study therefore aims to explore (1) the salient factors that contribute to the mental health issues of WFH employees and (2) strategies to overcome WFH challenges. A qualitative approach using phenomenological inquiry was adopted. Forty-one employees who worked from home in Pakistan were sampled using the purposive and snowball sampling techniques. Data was collected via semi-structured interviews and analyzed using thematic analysis. Overall, employees believe that organizations offer inadequate support in both work-related and non-work-related matters. Five themes were elicited and coded as factors that contribute to mental health iss...

Routledge eBooks, Aug 9, 2022

This section outlines the differences between private- and public sector organisational culture. ... more This section outlines the differences between private- and public sector organisational culture. Public sector organisations have characteristics that influence organisational culture and so its connection to workplace innovation. The different elements of public service culture include socio- political culture, bureaucratic, civil ‘public’ service organisational culture and the culture of local accountability. They tend to be established and more mature organisations. They are subject to political influence from government and deliver services for the public good. They are less likely to be driven by profit motives. The conceptual framework developed in this chapter provides a theoretical view of how culture is a significant factor in determining workplace innovation and will set up the component parts for the chapters that follow.

Routledge eBooks, Aug 9, 2022

This chapter highlights the Australian state government departments’ capabilities in promoting in... more This chapter highlights the Australian state government departments’ capabilities in promoting innovation through various perspectives derived from government reports, newsletters and websites. According to Klein, et al. (2013), innovation in public sector organisations is reliant on evolved organisational capabilities. Clausen, Demircioglu and Alsos (2019) articulated that organisations with innovation capability not only have more opportunities to spur innovation processes, but they may also be better at sourcing external resources and further supporting the organisation’s capability to innovate. Although several scholars examined innovation processes in developing and developed countries, it is argued that research on innovation in the public sector is still underdeveloped (Moussa, 2021a; Demircioglu & Audretsch, 2019; Torfing & Triantafillou, 2016). Hence, this chapter heeds these calls by examining innovation strategies to identify the extent to which the Australian government provides the infrastructure to support innovation. This chapter not only intends to add to the literature on innovation in the public sector, but also seeks to consolidate various perspectives on how to make innovation flourish in public sector organisations across all states of Australia. Thus, the research questions involve, (a) What are critical organisations’ climate factors that impact innovation in public sector organisations in Australia? and (b) What are the most favourable leadership characteristics/ behaviours that enhance a culture of innovation in the public sector organisations in Australia?

Innovation and Leadership in the Public Sector

Due to current societal challenges, it can be argued that innovation processes in the public sect... more Due to current societal challenges, it can be argued that innovation processes in the public sector have the potential to enhance effectiveness and problem solving capacities, which may result in better services. However, understanding how to develop a culture of innovation in the public sector still requires further research (Sousa, Ferreira & Vaz, 2020). In other words, although there is extensive research on innovation in the public sector, researchers still recommend the need to examine how can public sector organisations support processes of innovation (Lopes & Farias, 2020; Torfing, 2019; Agger & Sorensen, 2018). Interestingly, research on innovation in the private sector is ten times more than in the public sector (Rivera- Leon, Simmonds & Roman, 2012). Due to the uncertainty of the current situation, the question of how to promote innovation has become fundamental in public sector organisations (Osterberg & Qvist, 2020). Moussa, McMurray and Muenjohn (2018a, 2018b, 2018c) indicated that little is revealed on how to develop systems that can promote innovative activities, and the current literature emphasises why the public sector should change and what changes should be investigated.

Innovation and Leadership in the Public Sector

To improve public sector innovation more understanding is needed about the impact of organization... more To improve public sector innovation more understanding is needed about the impact of organizational culture on workplace innovation. This has been neglected in literature despite the public sector representing up to 30 per cent of local economies and Work

Innovation and Leadership in the Public Sector

This chapter identifies and outlines how demographic groups in the public sector organisation wer... more This chapter identifies and outlines how demographic groups in the public sector organisation were found to have different perspectives of organisational culture and workplace innovation. This supports the organisational culture and climate literature that identifies organisation life may be perceived differently by different demographic groups. The concept of culture within an organisation is not homogeneous but pluralistic and often contested, with competing factions defining the organisation in a way that meets their cultural perceptions. The demographic groups studied were gender, marital status, age and educational level. Therefore, this chapter highlights the differences experienced by demographic groups within the organisation and how it impacts on their ability to undertake workplace innovation.

Innovation and Leadership in the Public Sector

Innovation has gained momentum in recent years as a new field for developing processes and approa... more Innovation has gained momentum in recent years as a new field for developing processes and approaches to tackle dynamic and volatile challenges in the public sector. For example, several initiatives were experimented, such as the development of structures or teams that can stimulate innovation in public sector organisations (Polvora & Nascimento, 2021; McGann, Blomkamp & Lewis, 2018; Tonurist, Kattel & Lember, 2017). Nonetheless, there is still a lack of in-depth analysis of what it means to innovate in the public sector. Decision- makers still have insufficient access to tangible examples of how to promote innovation, particularly in challenging circumstances. Hence, this chapter reviews different approaches and capabilities to better understand how to promote innovation processes in the public sector, particularly during the COVID- 19 pandemic. According to the European Commission (2013), innovation is the process of developing new ideas to improve processes and create value for society. Some scholars argue that innovation in the public sector has become a fashionable concept from Europe and North America to Australia and New Zealand (Polvora & Nascimento, 2021). However, the pandemic has overwhelmed many governments around the world. Subsequently, governments are increasingly developing new strategies and processes to build resilience and combat global pandemics, such as COVID- 19 (Baxter & Casady, 2020). In other words, innovation is no longer associated with specific nations, but a worldwide trend. Similarly, Lee and Trimi (2021) noted that the current crisis is challenging several nations to consider innovation as a state of urgency to deploy innovative processes in this unstable and unpredictable environment. In the current episode, the global pandemic of COVID- 19 requires change and innovation at an unprecedented rate of velocity to tackle numerous challenges.

Cross-Cultural Performance Management, 2022

This chapter explores the implications of frugal innovation for socio-economic development. Two c... more This chapter explores the implications of frugal innovation for socio-economic development. Two case studies, eRanger motorcycle ambulance and Tata Swach water purifier, are examined using the qualitative content analysis methodology. The findings suggest that frugal innovation’s developmental effect is nuanced; while it may enhance living conditions at the micro level and serve as a useful stop gap measure for managing developmental challenges, it might not be adequate for addressing the underlying factors of socio-economic underdevelopment. Related theoretical and practical implications highlight the need to recognise the developmental capabilities and limitations of frugal innovation in order to ensure its appropriate use for purposes of development.

Journal of Small Business Management, 2021

The innovation field suffers from the absence of a validated workplace innovation scale. The deve... more The innovation field suffers from the absence of a validated workplace innovation scale. The development of such a scale is essential for managers to self-assess workplace innovation performance in...

The Journal of Developing Areas, 2018

There is little consensus of common understanding of innovation in bureaucratic organizations; th... more There is little consensus of common understanding of innovation in bureaucratic organizations; thus, leading to minimal enhancement to the growth and execution of innovation in this sector. It is apparent that practitioners and scholars are not on the same page regarding public sector innovation research. The market innovation literature along with perspectives on public sector innovation showed that within any organization, an innovative culture must be supported by individuals in power. One major challenge for practitioners is to develop systems, processes, and climates that promote and demonstrate innovation and creativity. In other words, the development of a supportive climate for enhancing employees' innovative behaviour and creativity is not an option. While much public sector research is centred on why the public sector should change and what changes should be made, little is known about how to encourage the whole systems towards having greater innovation capacity. Public organizations are constantly under severe pressure to produce more value for their communities. The complex nature of the term innovation particularly in the government made it essential for public services to engage with the concept. In addition, key leadership behaviours and styles for managing and promoting innovation in the public sector is crucial part of this paper. The objective of this paper is to critically review academic publications in innovation and leadership in public sector organizations. From the review and analysis of literature, the paper determines what is required, and what constraints are imposed by organizational and environmental factors to nurturing or fostering a culture of innovation in the government sector. A conceptual framework is gradually developed based on the analysis and knowledge obtained from relevant literature. Hence, the researchers discuss achievable and indispensable factors that might promote or enhance a culture of innovation in the public sector. The comprehension provided is intended to support scholars and practitioners in highlighting critical issues necessary to promote a culture of innovation in the government sector. Although the paper is narrative or descriptive in nature and non-statistical, it can be used to enhance the understanding of innovation in public sector organizations.

World Journal of Management, 2017

To date, the relationship between demographic characteristics and leadership behaviour is overloo... more To date, the relationship between demographic characteristics and leadership behaviour is overlooked in the literature. The current study considered the effect of the demographic characteristics on leadership behaviour in terms of transformational and transactional leadership. The importance of this study stems from the association between the demographic characteristics of the leaders and their leadership behaviour. The data was collected from 438 leaders in the banking industry via a survey. Results identified that educational level had the greatest influence on leadership behaviour than any other demographic characteristics. In addition, the occupational category had a negative correlation with leadership behaviour. The findings are discussed along with suggestions for future research.