Towards the science of managing for innovation: the beginning (original) (raw)
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Journal of Innovation Management
In our previous editorial, we positioned our perspective and introduced the acronym “ROTRUS” to characterise the science of managing for innovation as – Real world, Observable, Testable, Replicable, Uncertain and Social. Specifically, we argued that methods that draw on point-in-time beliefs, perceptions and de-humanised data in a complex and evolving social setting of innovation management pose a challenge for replicability. We warned innovation researchers to avoid the pitfalls that might foster pseudoscience and generalised assumptions from information that is still in the proto-science stage. Drawing on longstanding understanding in psychology of the whole human, we discussed the need to explore methods that capture brain, mind and behaviour aspects in innovation management, spanning the analysis from individual to group and societal levels. In this editorial, we move the discussions forward by focusing on one plausible methodological approach to advance the science of managing ...
Towards the science of managing for innovation: conclusion future research directions
Journal of Innovation Management
We initiated this series with a view to catalyse and extend the focus on conceptualisation and application of behavioural science methods for managing innovation, albeit from a whole human perspective. We started with the notion that how to increase individual (human) creativity, collaboration productivity and innovativeness in innovation projects is a common concern for most firms. After discussions on the brain-mind-behaviour triad in the beginning, the interim editorial highlighted behavioural experiments as one plausible method to further the science of managing for innovation. In this final piece on the series, we conclude with a caveat on using experimental methods in examining the human side of innovation (Salampasis and Mention 2017) and discuss avenues for future research in innovation management, which increasingly reflects a collaborative affair (Bogers et al., 2017; Heil and Bornemann 2018). (...)
Numerous management academics and practitioners, ranging from Peter Drucker and Michael porter to Bill Gates, Steve Jobs and Jeff Bezos have time and again stressed upon the need for organisations to perceive innovation as a critical business activity and take corporate decisions to incorporate innovation in organisational strategies
Journal of Organizational Behavior, 2004
Abstract In this review we argue that facilitators of innovation at the individual, group, and organizational levels have been reliably identified, and that validated process models of innovation have been developed. However, a content analysis of selected research published between 1997 and 2002 suggests a routinization of innovation research, with a heavy focus on replication–extension, cross-sectional designs, and a single level of analysis. We discuss five innovative pathways for future work: Study innovation as an ...
R&D Management
Although research and development (R&D) is a key indicator of (technological) innovation, scholars have found mixed results regarding its effect on product innovation and firm performance. In this paper, we claim that variations in R&D effectiveness can be explained by changes in a firm's social system, in particular in its management innovation. It is still unclear how management innovation influences R&D effectiveness in terms of product innovation. In this study, we address this theoretical and empirical gap in the innovation literature. Our theoretical arguments and findings from a large-scale survey among Dutch firms show that R&D has a decreasingly positive relationship with product innovation, particularly for firms with low levels of management innovation. However, in firms with high levels of management innovation, this relationship becomes more J-shaped, especially in small and medium-sized firms. Our findings also appear to indicate that management innovation may be more important for competitive advantage than just R&D. Overall, our insights reveal that management innovation is a key moderator in explaining firms' effectiveness in transforming R&D into successful product innovation. market introduction of these inventions via new products or services (product innovation) (Utterback, 1971; Volberda et al., 2013; Damanpour, 2014). Investment in R&D is one of the most frequently used indicators of technological innovation (e.g., Coombs and Bierly, 2006; Raymond and St-Pierre, 2010; Volberda et al., 2013). This is hardly surprising because the term innovation is 'predominantly linked to the research and development (R&D) associated with creating new products' (Armbruster et al., 2008, p. 644).
Exploring and describing management action for the pursuit of disruptive innovation
2004
Disruptive Innovation as a theory is often misunderstood and as a term it tacks clear definition. Moreover, there is an absence in existing research of a coherent framework to explain the qualitative factors that management practitioners face when attempting to pursue disruptive innovation as part of a balanced approach to innovation management. I In response to these problems, this thesis describes a researcher-led collaborative academicindustrial exploration of disruptive innovation. The research was conducted in three waves; first to generate an holistic appreciation of the organisational effort required in the pursuit of disruptive innovation; second to generate focus; third to explore a primary area of management action that constrains businesses to the pursuit of incrementalism. New qualitative knowledge was generated, based upon the experiences and insights of 127 industrialists from four case study organisations, 11 experts and the researcher's observations over a 33 mon...
Managing innovation successfully: a complex process
European Academy of …
In this paper we bring forward a new way of thinking about innovation and the relation ... Newtonian equilibrium theory and scientific principles of management developed by ... Taylor (1911), we regard innovation as a complex process. This means that,
Innovation Management: Lessons Learned from Innovation Diagnostic Tools
Product Management & Development, 2016
Innovation management has been considered a basic element for sustainable growth in the long term for organizations. However, the implementation of initiatives that may lead an organization to be more innovative requires deeper investigation on the gaps that separate the current status of a particular organization from the "desired" organization. In this sense, applying a diagnostic tool is a useful way to identify these gaps and to define an action plan for the change process. Therefore, choosing an appropriate diagnostic tool is a very important decision and a company should take in consideration its very specificities and the strategic intent of the innovation management initiatives before performing a diagnosis. Many management models and, in the case of this study, innovation management models, offer a diagnostic tool as a practical way to a company to check its level of alignment with the model proposed. However, innovation management models do not constitute a cohesive and consolidated body of knowledge: each one carries its own subjective assumptions and biases. This research takes several innovation diagnostic tools and, from their analysis, key elements for innovation management in organizations and recommendations for defining adequate diagnostic tools emerge.