![]() Furthermore, a middle management-driven approach that combines implementation leadership and dialogue facilitates effective implementation of innovation. Additionally, implementation leadership serves as a central mediator to explain the framework’s relationships. The results emphasise that achieving high and consistent use of innovations requires organisations to focus on organisational members and their individual characteristics, rather than on organisational design. By applying a mixed method approach, using data from 42 semi-structured interviews and 125 questionnaire participants, we develop a new framework for understanding the mechanisms that underlie and enhance effective innovation implementation. This study identifies how organisations can improve the effectiveness of innovations and specifies the effects of innovation implementation antecedents and capabilities. These are vision and strategy, harnessing the competence base, organisational intelligence, creativity and idea management, organisational structures and systems, culture and climate, and management of technology.Įnsuring that innovations are implemented organisation-wide remains a critical business challenge for organisations. Building on the dynamic capabilities literature, an "innovation capability" construct is proposed with seven elements. This new operating model sees substantial investment in innovation capability as the primary engine for wealth creation, rather than the possession of physical assets. An extensive review of the literature on innovation management, along with a case study of Cisco Systems, develops a conceptual model of the firm as an innovation engine. Excellent companies invest and nurture this capability, from which they execute effective innovation processes, leading to innovations in new product, services and processes, and superior business performance results. This paper draws together knowledge from a variety of fields to propose that innovation management can be viewed as a form of organisational capability.
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