Collectively innovating; modelling responsible exposure in heterarchical organisations

Abstract

Purpose This paper aims to develop a model of collective innovation, with respect to innovation strategy, structure and culture in heterarchies. The enabling of collective innovation in heterarchies is conceptualised as “responsible exposure”. Design/methodology/approach A study adopting cross-case analysis was undertaken with five organisations perceived to have heterarchical characteristics. These included one small company, two medium-sized companies and two larger companies, all were European. Data from semi-structured interviews, a survey of staff and other sources provide evidence of collective innovation practices. Findings The cross-case analysis suggests that the management of collective innovation is different from “classic” innovation management. It is more about enabling “responsible exposure” than the management of “shelter” for collective innovation. Research limitations/implications The strength of cross-case analysis and conceptual framework validation is limited by the cases being all from the European region. Practical implications What strategy, structure and culture for “responsible exposure” may mean can be described. Heterarchies will always be relatively rare, though lessons from how they enable collective innovation can be more widely learned. Lessons for the wider population of organisation that combine hierarchical and heterarchical characteristics and seek greater innovation are identified. Social implications Collective innovation, which requires “responsible exposure” has implications for the capabilities of managers and professionals concerned with innovation. Originality/value The cross-case analysis of innovation in heterarchies is original, leading to the description of a model of “responsible exposure” for collective innovation.

Multinational Enterprise Organizational Structures and Subsidiary Role and Capability Development: The Moderating Role of Establishment Mode

“…A decentralized organizational structure enables the MNE to better process and use external information for decision-making and reduce costs associated with the local environment (Rabbiosi & Santangelo, 2019). Network structures (see Figure 1) enable innovation through encouraging openness (Schoellhammer & Gibb, 2020), along with autonomy and lateral internal interactions so that subsidiary entrepreneurship is better facilitated (Pla-Barber et al, 2020).…”