Journal of Organization and Human Behaviour

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

Reinterpreting Innovation and Innovation Measurement - A Theoretical Framework for Innovation in Organisations


Affiliations
1 Jamia Hamdard University, New Delhi, India
     

   Subscribe/Renew Journal


The objective of delving into the current study is primarily to understand the innovation landscape and innovation scopes leading to any measurement of innovation efforts having the potential of improving organizational performance. Half a century ago, emphasized that organisations should innovate to renew the value of their asset development. Growing competition, globalization, and changing circumstances make innovation an inevitable prerequisite for the growth, success, and survival of any organisation. Maxims such as innovate or die are clear expressions of the necessity for innovation as a concept with practical applications and utility. Innovation is the key driver of long term success for a firm in the competitive marketplace. Companies with the capacity to innovate will be able to respond to the environmental challenges faster and better than non-innovative firms. Though the idea of innovation is not new, but the nature of global economic growth has altered the speed of innovation which has expanded its scope more and more to be all encompassing and holistic in nature. It is thus important to have a comprehensive understanding of the concept of innovation through a discussion of the definitions of innovation, the relationship between innovation, creativity and change, as well as the characteristics of innovation, types of innovation, and sources of innovation. This understanding of innovation and creativity at work will help us to raise questions and evolve strategies for meeting the challenge of how to bring about change in work environments. The current study looks from a theoretical perspective into the realms of innovation leading to broadening of innovative scope for organisations. Innovation studies of this nature come to play a central role in any transformations and organizational endeavors at sustainability and market leadership. The study further looks into the entire gamut of prevalent innovation measurement and suggests measurement framework based on a comprehensive conceptualization.

Keywords

Reinterpreting Innovation, Innovation Measurement.
Subscription Login to verify subscription
User
Notifications
Font Size

  • Amabile, T. M. (1983). How to kill creativity. Harvard Business Review. September-October.

  • Amabile, T. M. (1990). A model of creativity and innovation in organizations. In: Cummings, L. L. & Staw, B. M. (eds.) The evolution and adaptation of organizations. Jai Press Inc.

  • Andrew, A. M. (2006). Towards an evolutionary view of innovation. Kybernetes, 35(7/8).

  • Bantel, K. A., & Jackson, S. E. (1989). Top management and innovations in banking: does the composition of the top team make a difference? Strategic Management Journal, 10, 107-124.

  • Baregheh, A., Rowley, J., & Sambrook, S. (2001). Towards a multidisciplinary definition of innovation. Management Decision, 47(8), 1323-1339.

  • Bray, S. (1995). Total innovation: How to develop the products that your customers want. Pitman Publishing.

  • Burton, G. D., & White, M. A. (2007). The management of technology and innovation: A strategic approach. Thomson Publishing.

  • Cohen, W. M., & Levinthal, D. A. (1990). Absorptive capacity: A new perspectives on learning and innovation. Administrative Science Quarterly, 35, 128-152.

  • Dalia, G. (2011). How to measure organizational innovativeness? An overview of innovation audit/management tool. Egypt innovate. TIEC

  • Damanpour, F. (1990). Innovation effectiveness, adoption and organizational performance. In: Farr, J.L. & West, M.A. (eds.) Innovation and creativity at work: Psychological and organizational strategies. John Wiley & Sons.

  • deBrentani, U. (2001). Innovative versus incremental new business services: Different keys for achieving success. Journal of Product Innovation Management, 18(3).

  • de Jong, J. P. J., & Vermeulen, P. A. M. (2003). Organizing successful new service development: A literature review. Management Decision, 41(9).

  • Delbecq, A. L., & Mills, P. K. (1985). Managerial practices that enhance innovation. Organizational Dynamics, 14, Summer.

  • Devamar, A. (2001). Leading for innovation through symbiosis. European Journal of Innovation Management, 4(3).

  • Dombrowski, C., Kim, J. Y., Desouza, K. C., Braganza, A., Papagari, S., Baloh, P., & Sanjeev J. (2007). Elements of Innovative Cultures. Knowledge and Process Management, 14(3).

  • Drucker, P. F. (1985). The discipline of innovation. Harvard Business Review. May-June 1985.

  • Droege, H., Hildebrandt, D., & HerasForcada, M. A. (2009). Innovation in services: Present findings, and future pathways. Journal of Service Management, 20(2).

  • Du Plessis, M. (2007). Knowledge management and what makes complex implementation successful? Journal of Knowledge Management, 11(2), 91-101.

  • Ettlie, J. E. (2006). Managing innovation: New technology, new products, and new services in a global economy (2nd ed.). Elsevier Butterworth-Heinemann.

  • Farr, J. L., & West, M. A. (eds.) (1990). Innovation and creativity at work: Psychological and organizational strategies.John Wiley & Sons.

  • Galbraith, J. R. (1982). Designing the innovating organization: Organizational dynamics. Winter.

  • Goffin, K., & Mitchell, R. (2005). Innovation Management. Strategy and implementation using the pentathlon framework. Palgrave Macmillan

  • Govindrajan, V., & Trimble, C. (2012). Manage the partnership. Harvard Business Review press.

  • Hage, J., & Meeus, M. (eds.) (2006). Innovation, science, an institutional change: A research handbook. Oxford University Press.

  • Harhoff, D. (1999). Innovation objectives, managerial education and firm performance – an exploratory analysis In Brockhoff, K., Chakrabarti, A.K., and Hauschildt, J. (eds.) The dynamics of innovation: Strategic and managerial implications. Springer-Verlag.

  • Harvard Business Essentials. (2003). Managing creativity and innovation. Harvard BusinessPublishing Corporation.

  • Isaksen & Tidd (2006). Meting the innovation challenge: Leadership for transformation and growth. Publisher John wiley and sons

  • Janssen, O., Van De Vliert, E., & West, M. (2008). The bright and dark sides of individual and group innovation: A Special Issue introduction. Journal of Organizational Behavior, 25.

  • Jimenez-Jimenez, D., Valle, R. S., & Espallardo-Hernandez, M. (2008). Fostering innovation; Role of market orientation and organizational learning. European Journal of Innovation Management, 11.

  • Kanter, R. M. (1990). When a thousand flowers bloom: structural, collective, and social conditions for innovation in organizations. In: Cummings, L.L. & Staw, B.M. (Eds.), The evolution and adaptation of organizations. Jai Press Inc.

  • Kanter, R. M. (1984). Innovation-the only hope for times ahead? Sloan Management Review. Summer.

  • Kuhn, H., & Wiener, J. (1967). The next thirty-three years: A framework for speculation. Daedalus, summer pp. 705-32. (Reprinted as: The Year 2000, A Framework for Speculation in the Next Thirty-three Years, Macmillan, New York, NY.

  • Liyanage, S., Annerstedt, J., Gluckman, P., Hunyor, S., Jones, A.J., & Wilson, M. (2006). Serendipitous and strategic innovation. Praeger Publishers.

  • Marquis, D. G. (1969). The anatomy of successful innovations. Innovation, November. Reprinted in M. L. Tushman and W. L. Moore, eds (1988).

  • Martin, C. R., & Horne, D. A. (1993). Services innovation: Successful versus unsuccessful firms. International Journal of Service Industry Management, 4(1).

  • Mezias, S. J., & Glynn, M. A. (1993). The three faces of corporate renewal: Institution, revolution, and evolution. Strategic Management Journal, 14, 77-101.

  • Nadin, D., Oliver, G., & Gebauer, H. (2011). Service innovation: Why is it so difficult to accomplish? Journal of Business Strategy, 32(3).

  • Naranjo-Valencia, J. C., Jimenez-Jimenez, D., & Valle, R. S. (2011). Innovation or Imitation? The role of organizational culture. Management Decision, 49(1).

  • Neyer, A. K., Bullinger, A., & Moeslein, K. M. (2007). Integrating inside and outside innovators.

  • Reuvers, M., Van Engen, M. L., Vinkenburg, C. J., & Wilson-Evered, E. (2008). Transformational leadership and innovative work behaviour: Exploring the relevance of gender differences. Leadership and Innovation, 17.

  • Scheuing, E. E., & Johnson, E. M. (1989). A proposed model for new service development. Journal of Services Marketing, 3(2), 25-34.

  • Schumpeter, J. (1950). Capitalism, Socialism, and Democracy. Harper & Row, New York, NY.

  • Self, D. R., Bandow, D., & Schraeder, M. (2010). Fostering employee innovation. Emerald Group Publishing Limited, ISSN 1477-7282, Development and Learning in organisations.

  • Salavou, H., Baltas., G., & Lioukas, S. (2004). Organisational innovation in SMEs: The importance of strategic orientation and competitive structure European Journal of Marketing, 38, 1091-1112.

  • Smith, D. (2006). Exploring innovation. McGraw-Hill Education.

  • Storey, C., & Easingwood, C. (1993). The impact of the new product development project on the success of financial services. Service Industries Journal, 13(3).

  • Storey, J., & Salaman, G. (2005). Managers of innovation: insights into making innovation happen. Management, Organizations and Business Series. Oxford, UK: Blackwell Publishing.

  • Tinnesand, B. (1973). Toward a general theory of innovation. Phd. Thesis, University of Wisconsin, Madison, 258.

  • Un, C. A. (2011). The advantage of foreignness in innovation. Strategic Management Journal, 32(11), 1232-1242.

  • Utterback, J. M. (1994). Mastering the dynamics of innovation: How companies can seize opportunities in the face of technological change. Harvard Business School Press, Boston, MA.

  • Vachanisushil. (2009). ITC in rural India. Ivey Publications.

  • Von Hippel, E. (1988). The sources of innovation. Oxford University Press.

  • Zairi, M. (ed.) (1999). Best practice: Process innovation management. Oxford: Butterworth-Heinemann.

  • Zaltman, G., Duncan, R., & Holbek, J. (1973). Innovations and organizations. John Wiley & Sons.


Abstract Views: 257

PDF Views: 0




  • Reinterpreting Innovation and Innovation Measurement - A Theoretical Framework for Innovation in Organisations

Abstract Views: 257  |  PDF Views: 0

Authors

Anindita Bhattacharya
Jamia Hamdard University, New Delhi, India

Abstract


The objective of delving into the current study is primarily to understand the innovation landscape and innovation scopes leading to any measurement of innovation efforts having the potential of improving organizational performance. Half a century ago, emphasized that organisations should innovate to renew the value of their asset development. Growing competition, globalization, and changing circumstances make innovation an inevitable prerequisite for the growth, success, and survival of any organisation. Maxims such as innovate or die are clear expressions of the necessity for innovation as a concept with practical applications and utility. Innovation is the key driver of long term success for a firm in the competitive marketplace. Companies with the capacity to innovate will be able to respond to the environmental challenges faster and better than non-innovative firms. Though the idea of innovation is not new, but the nature of global economic growth has altered the speed of innovation which has expanded its scope more and more to be all encompassing and holistic in nature. It is thus important to have a comprehensive understanding of the concept of innovation through a discussion of the definitions of innovation, the relationship between innovation, creativity and change, as well as the characteristics of innovation, types of innovation, and sources of innovation. This understanding of innovation and creativity at work will help us to raise questions and evolve strategies for meeting the challenge of how to bring about change in work environments. The current study looks from a theoretical perspective into the realms of innovation leading to broadening of innovative scope for organisations. Innovation studies of this nature come to play a central role in any transformations and organizational endeavors at sustainability and market leadership. The study further looks into the entire gamut of prevalent innovation measurement and suggests measurement framework based on a comprehensive conceptualization.

Keywords


Reinterpreting Innovation, Innovation Measurement.

References