The routinization of innovation research: a constructively critical review of the state-of-the-science (original) (raw)
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abstract This paper consolidates the state of academic research on innovation. Based on a systematic review of literature published over the past 27 years, we synthesize various research perspectives into a comprehensive multi-dimensional framework of organizational innovation – linking leadership, innovation as a process, and innovation as an outcome. We also suggest measures of determinants of organizational innovation and present implications for both research and managerial practice.
Organizational Factors Influencing Innovation: An Empirical Investigation.pdf
It is widely acknowledged that managers will have to innovate and transform their businesses continuously to keep pace with the ever changing and evolving business landscape in the VUCA world (Volatility, Uncertainty, Complexity and Ambiguity). Innovation is no longer restricted to the process of creating something new from beginning to end but includes the capacity to quickly adopt externally created innovations that may be of benefit to the organization. The literature on innovation is wide, varied and diverse as it is an extensive concept which can be applied organization-wide. It is well documented that making paradigm shift requires the organization to embrace new ideas, facilitate its realization and institutionalize creativity and entrepreneurial spirit. But most organizations overlook the people dimension that is the workforce. The present study is an attempt to discover what managers opine about the organization-specific factors that influence innovation at the firm level. An exploratory investigation was carried out amongst managers in different organizations to identify what factors are important in impacting an organizations ability to manage innovation.
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Research on innovation routinization emphasizes public aspects of this process. The issues such research addresses are important, but do not fully describe routinization processes or account for all the characteristics that generate them. Based on a study of an innovative course, we explore organizational factors that affect the diminished routinization of innovations, the loss of core components of the innovation while it is being routinized. We develop a model of how organizational structure and intergroup dynamics affect the diminished routinization of innovations by impacting knowledge sharing and links between the innovation and its core organizational purpose.
Who initiates and who implements? A multi-stage, multi-agent model of organizational innovation
Innovation researchers have typically focused on either the adoption or the implementation phase of organizational innovation. In the present study, we propose that four agents of innovation (i.e., top management, external environment, innovation, and employees) play distinct roles in the adoption and implementation stages, and that, together, they predict innovation outcomes. We test the phase-dependent process of organizational innovation using data drawn from intensive interviews with 40 executives of a consumer product company. A path analysis of 94 innovations introduced to the organization over the past 20 years indicates that there is a signifi cant level of stability in innovation-driving dynamics. Particularly, top management and employees tend to remain heavily involved in the implementation of an innovation if they played an important role in adopting it. The four agents of innovation play different roles in accruing benefi ts from the innovation. The results also suggest that employees tend to produce positive innovation outcomes when they have been involved in the innovation from the very beginning and are thus responsible for its adoption. The present study makes a distinct contribution to the literature by exploring the multi-stage, unfolding processes of organizational innovation.
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Literature on organizational innovation: past and future
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Research in organizational innovation, in both the public and business sector, is primarily concerned with practices and conditions that induce the innovation process, enable its harnessing by the management, and subsequently result in organizational progression, as defined by managerial metrics (Damanpour, 2017). The organization becomes a vehicle for the aligned and aggregated creative process, and what it does thereby is provide a competitive edge that helps with penetration of markets, cooperation with potential partners, and development of insights leading to bigger and better opportunities. This paper identifies two major institutional barriers that act as an impediment to the nurturing of innovation in organizations. It then explores complementary techniques that could be used by managers to capitalize on it and grow it.