Implicating trust in the innovation process

In this paper, we describe the development of two new measures of innovation trust, ‘trust that heard’ and ‘trust that benefit’. We report the findings from their use in a survey of design engineers in two large aerospace companies. We test a range of hypotheses covering different plausible roles for trust and confirm a ‘main effects’ model, whereby the variables predict the number of ideas suggested and the number of ideas implemented. In addition, we replicate earlier findings by Axtel et al. (2000), namely that personal and job variables predict idea suggestion, whereas organizational variables predict implementation.

Organizing the innovation process:complementarities in innovation networking

This paper contributes to the developing literature on complementarities in organizational design. We test for the existence of complementarities in the use of external networking between stages of the innovation process in a sample of UK and German manufacturing plants. Our evidence suggests some differences between the UK and Germany in terms of the optimal combination of innovation activities in which to implement external networking. Broadly, there is more evidence of complementarities in the case of Germany, with the exception of the product engineering stage. By contrast, the UK exhibits generally strong evidence of substitutability in external networking in different stages, except between the identification of new products and product design and development stages. These findings suggest that previous studies indicating strong complementarity between internal and external knowledge sources have provided only part of the picture of the strategic dilemmas facing firms.

Managerial cognitions in technological innovation processes:a study of interpretative processes

In this research, conceptualizations of the links between technological innovation and organizational change are explored and recommendations in the literature concerning such changes are reviewed and criticized. Such recommendations do not usually address the details of social interactions by which organizational changes take place. As a consequence, the issue of how these recommendations become relevant for the actors who would carry them out is not addressed. The complexity of organizational change processes highlights the role of actors' interpretations of organizational reality. Interpretations take place through the use of language in the interaction between actors. Theoretical contributions and recommendations concerning organizational changes should be seen therefore as discourses which contribute to these interpretations. They will influence the process of change only if they become relevant for organizational actors'. A method for analysing discourse in organizations is presented. It is used to identify the variety of discourses which are put forward in organizations, and to describe the structure of their distribution among actors. The structures of discourses in three companies suggest that knowledge about technological innovation processes becomes relevant to the extent that it contributes to political/discursive processes maintained by actors attempting to secure or change their role definitions. It follows that recommendations concerning planned organizational change should take into account these processes explicitly. It is therefore suggested that the analysis of discourse can be a valuable instrument for monitoring change processes. Suggestions for further research are made, concerning (i) the development of the method itself and its use in real situations (ii) the study of how discourse structures evolve over time and episodes of change.

Social and organizational impacts of emerging mobile devices:evaluating use

As mobile devices become increasingly diverse and continue to shrink in size and weight, their portability is enhanced but, unfortunately, their usability tends to suffer. Ultimately, the usability of mobile technologies determines their future success in terms of end-user acceptance and, thereafter, adoption and social impact. Widespread acceptance will not, however, be achieved if users’ interaction with mobile technology amounts to a negative experience. Mobile user interfaces need to be designed to meet the functional and sensory needs of users. Social and Organizational Impacts of Emerging Mobile Devices: Evaluating Use focuses on human-computer interaction related to the innovation and research in the design, evaluation, and use of innovative handheld, mobile, and wearable technologies in order to broaden the overall body of knowledge regarding such issues. It aims to provide an international forum for researchers, educators, and practitioners to advance knowledge and practice in all facets of design and evaluation of human interaction with mobile technologies.

Organizing innovation:complementarities between cross-functional teams

Cross-functional teams play a potentially important part in the innovation process enabling knowledge sharing, the development of trust and overcoming spatial and organizational barriers. Using a supermodularity approach, we focus on potential complementarities which may arise when cross-functional teams are used in different elements of the innovation process in UK and German manufacturing plants. Using optimal combinations of cross-functional teams in the innovation process increases innovation success in the UK by 29.5 per cent compared to 9.5 per cent in Germany. Patterns of complementarity are complex, however, but are more uniform in the UK than in Germany. The most uniform complementarities are between product design and development and production engineering, with little synergy evident between the more technical phases of the innovation process and the development of marketing strategy. In strategic terms, our results suggest the value of using cross-functional teams for the more technical elements of the innovation process but that the development of marketing strategy should remain the domain of specialists.

What can situated learning theory tell us about leading to develop organizational learning capabilities for entrepreneurial performance? lessons from a knowledge-intensive small firm

Although the role of strategic leadership in developing organizational learning capabilities has been examined to a certain extent, the specific behaviors and mechanisms through which these capabilities are developed have not been adequately understood. Paucity of research in this direction is even more conspicuous in a small firm/entrepreneurship context, which has been linked to innovation, economic growth, and employment generation. Reporting on an ethnographic study of a knowledge-intensive, growth-oriented small firm, this article addresses this gap in the literature by integrating strategic leadership and organizational learning theory in an entrepreneurship context. In this undertaking, situated learning theory is used as the major analytical lens, to shed light on how strategic leadership can build organizational learning capabilities that underpin entrepreneurial performance in small firms. Finally, implications for situated learning theory as an organizational learning perspective and leadership practice in an entrepreneurship context are submitted. © 2012 Wiley Periodicals, Inc.

Teams, HRM and innovation:an organisation-level analysis

For organizations to survive and prosper they have to develop new and improved products, services and ways of working. Innovation is vital for organizational survival. Much research and managerial attention is therefore devoted to understanding the factors that predict innovation in organizations. This paper describes a research study of product innovation in manufacturing organizations and explores the extent to which team based working and team working effectiveness in these organizations predict product innovation. It also considers whether combinations of good HRM systems and practices, extensive team based working and effective team working are associated with product innovation.

Working with the public sector:SME medical device innovation and pre-procurement

Healthcare providers are under ever increasing pressure to deliver more technologically advanced care without increasing costs. Innovation is essential (Darzi, 2008), and for this healthcare providers rely on innovation within commercial companies. SMEs have an important part to play in this sector (NHS Supply Chain Parliamentary Brief, 2013). Collaboration between SME suppliers and the NHS for innovation forms the focus of this paper. We examine the academic literature on interorganizational innovation including academic insights from the areas of forward commitment procurement (Environmental Innovation Advisory Group, 2003-2008), pre-commercial procurement (Bos & Corvers, 2007), innovation and SMEs. We then explore practice, first from a policy and business sector perspective. Second, we present evidence from fifteen cases of interorganizational innovation projects involving SMEs and UK healthcare providers. Our findings show much effort is being put into creating opportunities for more interorganizational innovation of medical devices. Working across organizational boundaries presents added complexity to the innovation environment and process, and the challenge of developing high-quality cross-boundary group interaction.

Institutional contradiction and management control innovation:a field study of total quality management practices in a privatised telecommunications company

The purpose of this paper is to theorise the changes surrounding the introduction of a management control innovation, total quality management (TQM) techniques, within Telecom Fiji Limited. Using institutional theory and drawing on empirical evidence from multiple sources including interviews, discussions and documents, the paper explicates the institutionalization of these TQM practices. The focus of the paper is the micro-processes and practice changes around TQM implementation, rather than the influence of the macro-level structures that are often linked with institutional theory. The change agents used Quality Action Teams and the National Quality Council to introduce new TQM routines. The present study extends the scope of institutional analysis by explaining how institutional contradictions impact to create and make space for institutional entrepreneurs, who in turn, modify existing routines or introduce new routines in fluid organizational environments which also exhibit evidence of resistance.

Managing supply networks:organizational roles in network management

This paper describes research findings on the roles that organizations can adopt in managing supply networks. Drawing on extensive empirical data, it is demonstrated that organizations may be said to be able to manage supply networks, provided a broad view of ‘managing’ is adopted. Applying role theory, supply network management interventions were clustered into sets of linked activities and goals that constituted supply network management roles. Six supply network management roles were identified – innovation facilitator, co-ordinator, supply policy maker and implementer, advisor, information broker and supply network structuring agent. The findings are positioned in the wider context of debates about the meaning of management, the contribution of role theory to our understanding of management, and whether inter-organizational networks can be managed.

The influence of organizational and national culture on new product performance

The authors conduct a meta-analysis on the combined influence of organizational and national culture on new product performance. For this purpose, they refer to the effectiveness of value congruency and develop a conceptual model describing the fit between organizational culture types as suggested by the competing values framework and national culture, as described by Hofstede's cultural dimensions. The meta-analysis is based on 489 effect sizes taken from 123 manuscripts. The findings show that organizations with a market culture show the highest new product performance, while hierarchy-type organizations show the lowest performance. The influence of national culture variables supports the effect of value congruency, and shows that in individualistic cultures the impact of a clan culture decreases, the impact of an adhocracy culture type decreases with uncertainty avoidance, and the influence of a hierarchy culture type increases with power distance. The superior effect of a market culture type can be matched by other organizational orientations, but in particular national cultures only. The combined findings underline the importance for firms that seek to improve the success rate of new products on international markets to consider the fit of a national culture with a firm's organizational culture.

Implementing innovation management in project based firms:a perspective from project management

Project-based firms currently follow an organizational structure whereby all projects are dealt with using a functionalist perspective which is integrated with projects so as to support a project-based structure. Project-based firms are increasingly moving towards the realization that innovation management is an integral part of any organizational strategy and the same is true for project-based firms. Moreover, the current body of knowledge regarding project-based firms does not incorporate any findings regarding the integration or use of innovation management in project management. As a result, it becomes important to research organizations to see how innovation management is applied in organizations and what the perspective is regarding innovation in organizations. Secondly, the question of whether slack resources can contribute to higher levels of innovation must also be researched. It has been a longstanding viewpoint that a lack of resources or limited resources results in higher levels of innovation. This study analyzes these two main viewpoints using qualitative analysis of 12 firms. The findings add to the current literature on innovation in organizations and project based firms while expanding the knowledge on innovation.

Human resource management, innovation and performance

Human Resource Management, Innovation and Performance investigates the relationship between HRM, innovation and performance. Taking a multi-level perspective the book reflects critically on contentious themes such as high performance work systems, organizational design options, cross-boundary working, leadership styles and learning at work.

Measuring employee innovation:a review of existing scales and the development of the innovative behavior and innovation support inventories across cultures

Purpose - The paper develops a model of employee innovative behavior conceptualizing it as distinct from innovation outputs and as a multi-faceted behavior rather than a simple count of ‘innovative acts’ by employees. It understands individual employee innovative behaviors as a micro-foundation of firm intrapreneurship that is embedded in and influenced by contextual factors such as managerial, organizational and cultural support for innovation. Building from a review of existing employee innovative behavior scales and theoretical considerations we develop and validate the Innovative Behavior Inventory (IBI) and the Innovation Support Inventory (ISI). Design/methodology/approach – Two pilot studies, a third validation study in the Czech Republic and a fourth cross-cultural validation study using population representative samples from Switzerland, Germany, Italy and the Czech Republic (N=2812 employees and 450 entrepreneurs) were conducted. Findings - Both inventories were reliable and showed factorial, criterion, convergent and discriminant validity as well as cross-cultural equivalence. Employee innovative behavior was supported as comprising of idea generation, idea search, idea communication, implementation starting activities, involving others and overcoming obstacles. Managerial support was the most proximal contextual influence on innovative behavior and mediated the effect of organizational support and national culture. Originality/value - The paper advances our understanding of employee innovative behavior as a multi-faceted phenomenon and the contextual factors influencing it. Where past research typically focuses on convenience samples within a particular country, we offer first robust evidence that our model of employee innovative behavior generalizes across cultures and types of samples. Our model and the IBI and ISI inventories enable researchers to build a deeper understanding of the important micro-foundation underpinning intrapreneurial behavior in organizations and allow practitioners to identify their organizations’ strengths and weaknesses related to intrapreneurship.

A sikeres növekedés és innováció feltételei (The condition of successful growth and innovation)

Kutatásukban a szerzők a sikeres innovációs-növekedési stratégiák beazonosítására törekedtek két dimenzió mentén: növekedési erőfeszítés és innovációs erőfeszítés. A sikert mint a radikális innováció piaci bevezetéseként definiálták. A szakirodalom áttekintése és kvalitatív kutatási eredményeink alapján azt találták, hogy a siker feltételei a következők: (1) „felkészültség”, azaz biztos szakmai tudás (know-what); a (2) „gyakorlás”, azaz a folyamatok tökéletes ismerete (know-how); a (3) „tehetséggondozás”, azaz a megfelelő kapcsolati tőke a hiányzó képességek, erőforrások és információk megszerzéséhez (know-who); és végül a (4) „tehetség”, azaz kreativitás, magas asszociációs készség, és innovatív ötletek. A vezető feladata annak felismerése, hogy mikor szükséges lassítania a szervezetre nehezedő növekedési nyomáson. A nyugalmi időszakban továbbra is fontos az innovációs képességek fejlesztése. Következetesen fel kell ismernie, hogy mikor lesz nagyobb a szétaprózott erőforrások és a megosztott figyelem költsége, mint a potenciális hozadéka. _______ In present research the successful innovation-growth strategies are identified along two dimensions: growth effort and innovation effort. The success is defined as the introduction to the market of a radical innovation. After reviewing the literature and conducting a qualitative research, authors found that the threshold condition of success are the followings: (1) “preparation”, that is expertise (know-what); (2) “practice”, that is deep understanding of processes (know-how); (3) “talent support”, that is access to missing resources; and finally (4) “talent”, that is creativity, innovative idea, and high association capability. This is the role of the manager to decide when the organizational growth should be slowed down. While the development of innovation capability is still important in times of slow growth periods, the manager must recognize that the cost of divided attention and fragmented resources is higher, than the potential return of the innovation.