Building the Innovative Organization

Sustainable Innovation: Design of an Active Adaptive Organization

“…Organization structure should be flexible and balanced between organic and mechanistic structure, to enable communication and integration between functions, as well as allowing horizontal communication to allow inter-organizational knowledge sharing and cross-functional cooperation (Calantone et al, 2002;Christiansen, 2000;Nadim, 2004;Swenson, 2013). Work design should be based on cross functional teams, which has been shown to bolster of idea generation and innovation due to cross-fertilization between individuals from different disciplines (Crielaard & Omta, 2008;Tidd & Bessant, 2009).…”

“…If the culture does not allow for failure, employees will be reluctant to come up with new ideas, avoiding personal risk taking (Tidd & Bessant, 2009). The organizational culture should be positive toward new ideas by promoting the right space, trust (Christiansen, 2000), excellence, freedom and rewards (Christiansen, 2000;Nadim, 2004); thereby creating climates for initiative and psychological safety (Baer & Frese, 2003;Swenson, 2013).…”

“…The organization should also operate in an open innovation paradigm, which permits inflow of external idea and technologies (Chesbrough, 2003;Chesbrough et al, 2006;Wagner, 2009) as well as networking (Ornetzederand Suschek-Berger, 2008;Rogers, 2004;Schilling & Phelps, 2007), R&D collaborations, cooperation and alliance with other entities to enhance innovation (Christiansen, 2000;Rogers, 2004;Sampson, 2007), spreading risk and cost of new development (Sampson, 2007) reduce risk, gain path to new markets, shorten development time and reduce time-to-market (Chesbrough, 2003;Chesbrough et al, 2006). It is extremely difficult to imagine an innovative culture by looking at these characteristics one at a time and in isolation.…”

An Integrated-Empirical Logistics Perspective on Supply Chain Innovation and Firm Performance

“…Though innovation emphasizes idea generation, but it's not beneficial or deemed important in a supply chain perspective unless it results in something valuable to the customers. For innovation to happen, only idea generation may not be enough (Chesbrough 2003); allied processes and technology must be emphasized for successful inno vations (Christiansen 2000a(Christiansen , 2000bKahn 2001). Literature also cites how the innovation takes place in organizations and markets (Rogers 1995;Chesbrough 2003).…”

Innovative CSR

“…Innovation can comprise gradual or radical changes of the status quo (Murphy and Gouldson 2000;Utterback and Acee 2005;Midttun 2007). It has been conceptualised from a multitude of directions (Lam 2000), such as the role of individual creativity (Amabile et al 1996) or interaction processes within an innovating organisation (Burns and Stalker 1961;Prahalad and Hamel 1990;Van de Ven et al 1999;Christiansen 2000) as well as interactions across organisational boundaries (Pavitt 1984;von Hippel 1988;Garud and Karnøe 2003). At the national level, the various organisations and institutions that interact with each other in the course of innovative activity have furthermore been conceptualised as a national innovation system (Freeman 1994;Balzat and Hanusch 2004).…”