Sustaining Organizational Innovation

Triple Helix

Previous research has found that organizational innovations are important for organizations’ long-term competitive advantage and for technical innovations. In spite of this conclusion, organizational innovations remain poorly managed and poorly understood, especially the processes through which organizational innovations are created, diffused, and sustained. There is thus a need for a more comprehensive understanding of mechanisms catalyzing organizational development and change. The purpose of this paper is to develop a comprehensive model for studying and better understanding the creation, diffusion, and sustaining of organizational innovations by using a system perspective. The three concepts “creation,” “diffusion,” and “sustaining” are highly intertwined and should not be explored in isolation, as organizational innovations are constantly being re-invented. The model for catalyzing organizational development and change could be visualized as five steps that form a circular patt...

greater understanding of current organisational practice based on research into the mechanisms used by organisations to promote innovation, learning and cultural change, whilst drawing on the literature that shows the limitations of environmental management systems, which have preceded SMS's. The research highlights the issues that are considered to be central to innovation, learning and cultural change and applies them to the agenda of the SIGMA project.

2014

Abstract- An organization that innovates its products, services and/or processes has introduced change in the organization and this change needs to be managed right from the beginning of the innovation process. To be effective and efficient in managing this change, organizations and their managers need to develop effective and efficient change management strategy for the extreme ends stages in the innovation process – idea generation and implementation. Thus, the study was designed to explore the relationship among the various images of managing, the innovation process and change outcomes. The study adopted a survey research method, while simple random sampling technique was employed to select the employees that completed the questionnaire. The generated data were analysed using linear regression. It was found that coaching, interpreting and nurturing images of managing are significantly related to idea generation, while directing, navigating and caretaking images are related to ide...

The paper review introduction about the change management and innovation in general, then an overview of a selected definitions for innovation and change management from the point of view of some researchers. For the benefits of the readers the researcher prepared and tabulated these definitions into two tables, table (1) for change management definitions & table (2) for innovation definitions.Also there is a question arises that; is the innovation risky? Many researchers argued that yes it is risky but there is a large return on investment. Others say that "you can't innovate and grow unless you're willing to take risks".The paper also discussed the relationship between innovation and culture of the firm, Research has shown that a strong corporate culture can give a company a powerful advantage over its competitors; others say that; In order for innovative efforts to succeed, the firm's culture should be supportive of innovation.Then the relationship between incentives and innovation where found that there are a strong relationship between them as some authors say that a company needs to provide staff with an incentive to innovate. With no reward, there is no good reason for employees to suggest or try new ideas. 3) shows some change kinds that lead to innovations.Finally, a list of the top 20 countries of the world for innovation, as ranked by the Global Innovation Index (by overall score) in table , then in table(5) a list of some Arab countries according to their rank and their efficiency ratio out of 1.

Triple Helix, 2015

In a rapidly transforming global marketplace, organizations need to make effective use of organizational innovations in order to remain competitive. Previous research has identified a need for a more comprehensive framework that will aid in better understanding of the mechanisms catalyzing organizational development and change. Steiber and Alänge (Triple Helix 2(9):1-25, 2015) presented such a comprehensive model for organizational innovations based on literature reviews and two empirical studies of the organizational innovations of Total Quality Management, Lean Production, and the Toyota Production System. All of these draw heavily on the experiences of Toyota in Japan and are known for their focus on continuous improvement of quality and efficiency. This paper investigates whether this model can be applied to different categories of organizational innovations developed in different institutional environments. It is therefore tested on the "Google Innovation System" (GIS), developed in California's Silicon Valley, which is here viewed as a contrasting organizational innovation focused on continual innovation. The model is shown to be applicable to analyze the Google Innovation System organizational innovation. This paper therefore verifies a comprehensive model for the creation, diffusion, and sustaining of organizational innovations. The findings extend current theory on organizational innovations and provide insights for practitioners in innovation-intensive environments.

2018

As a practitioner, I have observed that Rogers' Diffusion of Innovation does not sufficiently explain change happens through the organization as predicted. As Lewin's Force Field model described, there are external forces that interfere with the diffusion of innovation. I hypothesize those forces to be the constant changes in senior leadership in large, bureaucratic organizations. When an organization is at any stage of the Rogers' diffusion cycle, a change in leadership could revert the cycle back to a prior step in Lewin's 3 Step Model, thus impeding the diffusion of innovation and contradicting Rogers' predicted promulgation process.

Journal of Management and Business, 2008

Innovation requires change. In the business environment, resistance to change is deleterious to organizations. The ability to continuously adapt to change enables firms to achieve sustainable value creation and competitive advantage. Major organizational changes for innovation can anticipate resistance, especially if proposed changes alter values and visions related to the existing order. Change may be viewed in terms of the alteration in activities and tasks of the organization. These may range from subtle modifications in procedures and operations (such as continuous improvement or small incremental steps); to transformational radical changes (such as rapid expansion into international markets, mergers or major restructuring in an organization). On the other hand, for firm to be innovative there must be awareness throughout the organization of the need for innovation. Along with the streamlining of operations and processes to improve product and service delivery, the mindset of em...

Frontiers in Psychology, 2018

The article aims to be a reflective paper on the interconnected concepts of training, development and innovation and the potential they have in dealing with change in organizations. We call change both the process through which something becomes different and the result of that process. Change management is the expression used to define the complex of activities, functions, and tools (such as training courses) through which an organization deals with the introduction of something new that is relevant for both its survival and growth. Training and development are labels used to define those educational activities implemented in organizations to empower the competences of workers, employees and managers in the lifelong learning perspective of improving their performance. Consequently, we define competences as those personal characteristics that allow people to be effective in the changing contexts of both workplace and everyday life. They are also necessary in organizational innovation, which is the process of transforming ideas or inventions into goods or services that generate value and for which customers will pay. Training, development, and innovation are three different but interconnected functions by which organizations manage change. What is the state of the art of the literature dealing with these topics? Here, is a critical review on the matter.

2006

Meeting the Innovation Challenge offers a new way to look at creative leadership that integrates both leadership and management. This book also provides the student key insights into a new and more systematic way to manage transformation. As a result, the student will be able to discover a full range of potential outcomes from their change efforts-from radical new to the world transformation to incremental improvements. Since people are at the heart of any transformation issue, Meeting the Innovation Challenge includes helpful information on the various roles required to initiate and sustain change efforts. Many change initiatives use teams, so specific tools are outlined to create and manage teamwork for transformation. Those who lead and manage organizations have too many change methods from which to choose. This book offers practical advice on how to select and manage a variety of change methods, as well as a helpful selected list of many of the methods available from which to choose. An example is drawn and explained from the area of new product or service development. An often-overlooked element of climate and context is also addressed. Successful innovation, change and transformation require an environment in which people are ready, willing and able to initiate and sustain change. Meeting the Innovation Challenge addresses this area by clarifying the differences between culture and climate, and then offering practical ways to understand and create the climate for transformation.

Research on the reception processes of ancient statue types in Roman Greece is proving both challenging and promising. Although interest in this category of sculpture sparked relatively late in comparison to other regions, important results have already been reached in the last decades, often prompted by important new finds. This essay attempts to outline the reception history of various classical statue types, copied either throughout the imperial period, such as the Hermes Richelieu, the Resting Herakles of Lysippos and the Nemesis of Agorakritos, or those preferred only in the advanced imperial era, such as the ›Aspasia- Sosandra‹. In order to better understand the reasons for the different reception procedures, these sculptures are compared to and juxtaposed with sculptural types that have been created since the beginning of the imperial period to express the new values of imperial ideology. Examples of this are archaizing and neoattic reliefs, or cuirassed statue types, which served primarily for the representation of Roman Emperors such as Augustus, Nero, and Hadrian.