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این مقاله علمی پژوهشی (ISI) به زبان انگلیسی از نشریه الزویر مربوط به سال ۲۰۲۲ دارای ۱۳ صفحه انگلیسی با فرمت PDF می باشد در ادامه این صفحه لینک دانلود رایگان مقاله انگلیسی و بخشی از ترجمه فارسی مقاله موجود می باشد.
کد محصول: M1319
سال نشر: ۲۰۲۲
نام ناشر (پایگاه داده): الزویر
نام مجله:Resources Policy
نوع مقاله: علمی پژوهشی (Research articles)
تعداد صفحه انگلیسی: ۱۳ صفحه PDF
عنوان کامل فارسی:
مقاله انگلیسی ۲۰۲۲ :فرآیند نوآوری در معدن کاری: ادغام بینش هایی از مدیریت تغییر و نوآوری
عنوان کامل انگلیسی:
The innovation process in mining: Integrating insights from innovation and change management
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Abstract
Innovations in the mining sector have the potential to address decreasing access to resources, lessen environmental impact, increase production and improve mineral recovery. One of the obstacles to implementing innovations in mining is organisational resistance to change. Existing innovation models do not explicitly articulate the role of people and how to engage them in the process of implementing innovations and often do not recognise the specific context of the innovation activity. The nature of mining makes innovation adoption difficult because it involves changes to the mining operation, which impact the value chain. We use a qualitative exploratory approach based on 25 interviews with highly experienced mining practitioners to understand how the innovation adoption process unfolded in that context. Using an abductive approach, we draw from the empirical data and insights from the innovation and change management literature to develop an actionable process model for innovation adoption in the context of mining. The study makes important contributions. It articulates and validates a three-phased process model of innovation adoption, which explicitly incorporates a focus on the people who are active agents in the innovation process. The model is contextualised to mining in terms of language, practices, nature of the business and nature of innovation in that business..
Keywords: Change management, Innovation adoption, Mining, Process model
۱.Introduction
Decades of research have demonstrated the important role of innovation in the survival and growth of firms and in delivering benefits to society (Chesbrough et al., 2006). Even during economic downturns, some leading organisations have increased their R&D budget and invested heavily in innovation (Jeyaraj et al., 2006). However, despite extensive theorisation of innovation and the commercial focus on innovation activities, many innovation projects fail (Gourville, 2006; Rizova, 2006; V¨alikangas et al., 2009). With the continued importance of innovation and its often unpredictable outcomes, both scholars and managers are seeking to identify how to successfully implement new ideas (D’Este et al., 2012). Such research would help firms to ensure that their innovation efforts will ultimately enhance business performance and realise a higher return on their research and development (R&D) investments (Markham and Lee, 2013). Successful innovation is of particular importance to the mining industry, which is currently facing rapid advances in technology yet has a relatively low rate of adoption of new technologies compared to other industries (Pietrobelli et al., 2018). Mining is dealing with a unique combination of challenges, including unpredictable market cycles, increasingly difficult to recover ores, excessive energy consumption, water shortages and remote area operations, all of which must be addressed within the limitations of large investments in existing equipment in an environment of high risk (Gruenhagen and Parker, 2020)…
۶.Conclusion
This study identified key elements of the change management and innovation literature and integrated them to produce a conceptual model of innovation. We then drew on data collected from experienced innovation practitioners from the mining industry to develop a process model of innovation that takes into account the structure and content of the conceptual model, contextualised with the language and practices of the mining sector. We validated the model with mining participants who said that it reflected their understanding of the process of innovation in mining and that it was straightforward and potentially useful to them in their work.
We contribute to the innovation literature first by addressing the omission of change management elements in the theorisation of innovation processes by explicitly including them in our empirically validated model of the innovation process, and second by explicitly incorporating a focus on the human elements of innovation. Finally, we contribute to the practice of innovation by presenting a model contextualised to mining in terms of the language, practices, business and the nature of innovation in that sector.
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