Indian Journal of Industrial Relations: Economics & Social Dev.

Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

Organizational Innovation as Competitive Advantage during Global Recession


Affiliations
1 OB&HRM, Institute of Management Technology, Ghaziabad, India
     

   Subscribe/Renew Journal


The paper aims to discovering the organizational macro variables which make innovation to take place at workplace and to develop a conceptual model for use in the industry which has been grappling with financial downturn. The meta-analysis of the literature explicitly provides an insight in to the interplay of macro variables viz. organizational culture, organizational structure, organizational learning, and knowledge management architectures to have organizational innovation in full swing. The paper describes the impact of all these variables towards innovation at organizational level. A conceptual model of organizational innovation has been proposed, which may be utilized for creating suitable architectures to make innovation in organizations. The proposed model of organizational innovation needs to be empirically validated across cultures, however.
Subscription Login to verify subscription
User
Notifications
Font Size


  • Aiken, M. & Hage, J. (1971), “The Organic Organization and Innovation”, Sociology, 5, (1): 63-82.

  • Armbrecht, F.M.R. Jr, Chapas, R.B., Chappelow, C.C. & Farris, G.F. (2001), “Knowledge Management in Research and Development”, Research Technology Management,. 44(4): 28-48.

  • Baker, M., Barker, M. Thorne, J.& Dutnell, M. (1997), “Leveraging Human Capital”, Journal of Knowledge Management, 1(1):. 63-74.

  • Baker, W.E.& Sinkula, J.M. (1999), “The Synergistic Effect of Market Orientation and Learning Orientation on Organizational Performance”, Journal of Academy of Marketing Science, 27(4):. 411-27.

  • Baker, W.E.& Sinkula, J.M. (2002), “Market Orientation, Learning Orientation, and Product Innovation: Delving into the Organization’s Black Box”, Journal of Market- focused Management, 5 (1): 5-23.

  • Burns, T. & Stalker, G.M. (1994), The Management of Innovation, Oxford University Press, Oxford.

  • Calantone, R.J., Cavusgil, S.T. & Zhao, Y. (2002), “Learning Orientation, Firm Innovation Capability, Firm Performance”, Industrial Marketing Management, 31(6): 515-24.

  • Carneiro, A. (2000), “How Does Knowledge Management Influence Innovation and Competitiveness?”, Journal of Knowledge Management, 4 ( 2) : 87-98.

  • Chang, S. & Lee, M. (2007a), “The Effects of Organizational Culture Knowledge Management Mechanisms on Organizational Innovation: An Empirical Study of Taiwan”, The Business Review, 7(1): 295-301.

  • Chang, S. & Lee, M. (2007b), “A Study on Relationship among Leadership, Organizational Culture, the Operation of Learning Organization and Employees’ Job Satisfaction”, The Learning Organization, 14 ( 2): 155- 85.

  • Chiva, R. & Alegre, J. (2005), “Organizational Learning Styles and Organizational Values in the Ceramic Tile Sector”, International Journal of Learning and Change,1(1): 96- 109.

  • Cohen, W.M.& Levinthal, D.A. (1990), “Absorptive Capacity: a New Perspective on Learning and Innovation”, Administrative Science Quarterly, 35 (1): 128-54.

  • Darroch, J. & McNaughton, R. (2002), “Examining the Link between Knowledge Management Practices and Type of Innovation”, Journal of Intellectual Capital, 3 (3): 210- 22.

  • Dobin, CB. (2008), “Measuring Innovation Culture in Organizations”, European Journal of Innovation Management, 11(4) : 539-59.

  • Drucker, P. (1998), “Managing for the Future: the 1990s and Beyond”, in Costin, H. (Eds), Readings in Strategy and Strategic Planning, The Dryden Press, New York,

  • Easterby-Smith, M., Snell, R. & Gherardi, S. (1998), “Organizational Learning: Diverging Communities of Practice”, Management Learning, 29(3): 259-72.

  • Endsley, S., Kirkegaard, M., Magill, M.& Hickner, J. (2005), “Innovation in Practice: 6 Ways to Harness the Power of Your Ideas”, Family Practice Management, 12(6): 37-40.

  • Gaynor, G.H. (2002), Innovation by Design: What It Takes to Keep Your Company on the Cutting Edge, AMACOM American Management Association, New York, NY.

  • Goh, S.C.& Richard, G. (1997), “Benchmarking the Learning Capability of Organizations”, European Management Journal,15(5): 575- 88.

  • Gopalakrishnan, S. & Damanpour, F. (1992), “Innovation Research in Economics, Sociology, and Technology Management: a Review and Synthesis”, Proceedings of the Academy of Management, 52: 488.

  • Hedlund, G. (1994), “A Model of Knowledge Management and the N-Form Corporation”, Strategic Management Journal, 15 (Summer): 73-90.

  • Huber, G.P. (1991), “Organizational Learning: the Contributing Processes and the Literatures”, Organization Science, 2(1): 88-115.

  • Ismail, M. (2005), “Creative Climate and Learning Organization Factors: Their Contribution Towards Innovation”, Leadership & Organization Development Journals, 26 (8): 639-54.

  • Jassawalla, A.R. & Sashittal, H.C. (2003), “The DNA of Cultures That Promote Product Innovation”, Ivey Business Journal, Winter: 1-6.

  • Jimenez, D.J. & Valle, R.S. (2008), “Fostering Innovation: the Role of Market Orientation and Organizational Learning”, European Journal of Innovation Management, 11(3): 389-412.

  • Kimberly, J.R. & Evanisko, M.J. (1981), “Organizational Innovation: the Influence of Individual, Organizational, and Contextual Factors on Hospital Adoption of Technological and Administrative Innovation”, Academy of Management Journal, 24: 689-713.

  • Liebowitz, J. (2002), “Facilitating Innovation through Knowledge Sharing: a Look at the US Naval Surface Warfare Center- Carderock Division”, Journal of Computer Information Systems, 42(5): 1-6.

  • Lin, C-Y. (2006), “A Study on the Organizational Innovation in Taiwan’s Logistics Industry”, The Business Review, 5 (1): 270-75.

  • Lin, Hsui-Fen, (2007), “Knowledge Sharing and Firm Innovation Capability: an Empirical Study”, International Journal Manpower, 28 (3 / 4): 315-32.

  • Lubit, R. (2001), “The Keys to Sustainable Competitive Advantage: Tacit Knowledge and Knowledge Management”, Organizational Dynamics, 29 (3):164-78.

  • Lyon. D. and Ferrier, W. (2002), “Enhancing Performance with Product-Market Innovation: the Influence of the Top Management Team”, Journal of Managerial Issues, 14(4): 452-69.

  • Martensson, M. (2000), “A Critical Review of Knowledge Management as a Management Tool”, Journal of Knowledge Management, 4(3): 204-16.

  • Mascitelli, R. (2000), “From Experience: Harnessing Tacit Knowledge to Achieve Breakthrough Innovation”, Journal of Product Innovation Management, 17(3): 179-93.

  • Mohrman, S.& Mohrman Jr, A. (1995), “Organizational Change and Learning”, in J. Galbraith and E. Lawler (Eds), Organization for the Future: The New Logic for Managing Complex Organizations, Jossey- Bass Publishers.

  • Nevis, E., DiBella, A.J.& Gould, J.M. (1995), “Understanding Organization Learning Systems”, Sloan Management Review, 36 (2): 73-85.

  • Nonaka, I. (1994), “A Dynamic Theory of Organizational Knowledge Creation”, Organization Science, 5 (1): 14-37.

  • Nonaka, I. & Takeuchi, H. (1995), The Knowledge- Creating Company, Oxford University Press, New York, NY.

  • O’Dell, C. & Grayson, C.J. (1998), “If only We Knew What We Know: Identification and Transfer of Internal Best Practices”, California Management Review, 40(3): 154-73.

  • OECD (1997), OECD Proposed Guidelines for Collecting and Interpreting Technological Innovation Data, OECD/GD, Paris.

  • Pemberton, J.D.& Stonehouse, G.H. (2000), “Organizational Learning and Knowledge Assets: an Essential Partnership”, The Learning Organization, 7(4): 184-94.

  • Penrose, E. (1959), The Theory of the Growth of the Firm, Wiley, New York, NY.

  • Porter, M.E.& Stern, S. (2001), “Innovation: Locations Matters”, Sloan Management Review, 42(2): 28-36.

  • Rebernik, M. & Sirec, K. (2007), “Fostering Innovation by Unlearning Tacit Knowledge”, Kybernetes, 36(3/4): 406-19.

  • Scarbrough, H. & Corbett, J.M. (1992), Technology and Organization: Power, Meaning, and Design, Routledge, London.

  • Senge, P.M. (1990), The Fifth Discipline: The Art & the Practice of Learning Organization, Random House, London.

  • Slappendel, C. (1996), “Perspectives on Innovation in Organizations”, Organization Studies, 17 (1): 107-29.

  • Slater, S.F. & Narver, J.C. (1995), “Market Orientation and the Learning Organization”, Journal of Marketing, 59 (3): 63-74.

  • Sun, P.& Scott, J. (2003), “Exploring the Divide – Organizational Learning and Learning Organization”, The Learning Organization, 10(4): 202-15.

  • Swan, J., Newell, S., Scarbrough, H. & Hislop, D. (1999), “Knowledge Management and Innovation: Networks and Networking”, Journal of Knowledge Management, 3(4): 262-75.

  • Syed-Ikhsan, S.O. & Rowland, F. (2004), “Knowledge Management in a Public Organization: a Study on the Relationship between Organizational Elements and the Performance of Knowledge Transfer”, Journal of Knowledge Management, 8 (2): 95-111.

  • Tsoukas, H.& Vladimirou, E. (2001), “What is Organizational Knowledge?”, Journal of Management Studies, 38 (7): 973-93.

  • Van de Ven, A.H. (1986), “Central Problems in the Management of Innovation”, Management Science, 32 : 590-607.

  • Watkins, K.E. (1996), “Of Course Organization Learns!”, in Rowden, R.W. (Eds), New Directions for Adults and Continuing Education: Workplace Learning, 1: 86-96.

  • West, M.A. & Farr, J.L. (1990), “Innovation at Work”, in West M.A. and Farr, J.L. (Eds), Innovation and Creativity at Work, Wiley, New York, NY.

  • Wijnhoven, F. (2001), “Acquiring Organizational Learning Norms: a Contingency Approach for Understanding Deuteron Learning”, Management Learning, 32( 2): 181-200.

  • Wolfe, R.A. (1994), “Organizational Innovation: Review, Critique and Suggested Research Directions”, Journal of Management Studies, 31: 405-31.


Abstract Views: 309

PDF Views: 0




  • Organizational Innovation as Competitive Advantage during Global Recession

Abstract Views: 309  |  PDF Views: 0

Authors

Sanjay Kumar Singh
OB&HRM, Institute of Management Technology, Ghaziabad, India

Abstract


The paper aims to discovering the organizational macro variables which make innovation to take place at workplace and to develop a conceptual model for use in the industry which has been grappling with financial downturn. The meta-analysis of the literature explicitly provides an insight in to the interplay of macro variables viz. organizational culture, organizational structure, organizational learning, and knowledge management architectures to have organizational innovation in full swing. The paper describes the impact of all these variables towards innovation at organizational level. A conceptual model of organizational innovation has been proposed, which may be utilized for creating suitable architectures to make innovation in organizations. The proposed model of organizational innovation needs to be empirically validated across cultures, however.

References