Crafting organizational innovation processes

Desouza, Kevin C.; Dombrowski, Caroline; Awazu, Yukika; Baloh, Peter; Papagari, Sridhar S.; Jha, Sanjeev; Kim, Jeffrey Y.

doi:10.5172/impp.453.11.1.6

Cited by 66 publications

(63 citation statements)

References 17 publications

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“…Organizations must innovate if they are to survive and compete (Chesbrough, 2003;Desouza et al, 2009;Drucker, 1986;Porter, 1990). The ability to innovate, and do so smartly (i.e.…”

Section: Introductionmentioning

confidence: 99%

“…Desouza et al (2009) outline a process for innovation based on a study of over 30 global organizations that traces the evolution of ideas from generation and mobilization, to how they are advocated and screened for, and then how are they experimented with, following this commercialization, diffusion and their implementation in the marketplace. Ideas are information elements.…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Deploying information technologies for organizational innovation: Lessons from case studies

Lindic

Baloh²,

Ribière

et al. 2011

International Journal of Information Management

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“…Organizations must innovate if they are to survive and compete (Chesbrough, 2003;Desouza et al, 2009;Drucker, 1986;Porter, 1990). The ability to innovate, and do so smartly (i.e.…”

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Deploying information technologies for organizational innovation: Lessons from case studies

Lindic

Baloh²,

Ribière

et al. 2011

International Journal of Information Management

Self Cite

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“…Finally, from a strategic marketing perspective, innovation and competitive advantage are closely related concepts (Porter, 1991); and all kinds of marketing innovation, if effectively managed, can contribute toward generating advantage (Naidoo, 2010;Desouza et al, 2009). …”

Section: Marketing Innovationmentioning

confidence: 99%

Impact of Image and Satisfaction on Marketing Innovation

Zúñiga-Collazos

Castillo-Palacio

2016

Journal of Technology Management & Innovation

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Colombia is a country that has achieved significant tourism growth in recent years. However, both research and empirical evidence about its tourism development is very limited. Marketing innovation in tourism enterprises is one of the keys to this country maintaining positive tourism development. This empirical study analyzed marketing innovation in 364 of Colombia´s tourism companies. The findings show that "satisfaction" in terms of application of innovative marketing strategies that improve customer satisfaction and "image" in terms of application of innovative marketing strategies that help to improve image of company´s products and services have a significant relationship with marketing innovation of Colombia´s tourist enterprises.

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“…Emerging enterprises often fail owing to their inability to define a sound business model and established enterprises often suffer from their inability or unwillingness to change their business model (Al-Debei and Avison 2010;Casadesus-Masanell and Ricart 2011;Desouza et al 2009). A viable business model must not only be sustainable from an economic point of view, but also aligned with the existing market realities, customer expectations, and competitive pressures (Braganza, Awazu, and Desouza 2009;Christensen 1997).…”

Section: Introductionmentioning

confidence: 96%

Disruptive technologies: a business model perspective on cloud computing

DaSilva

Trkman

Desouza³

et al. 2013

Technology Analysis & Strategic Management

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A viable business model is crucial for the successful commercialisation of disruptive technologies. The cloud computing industry provides an ideal example for exploring how various elements of a business model contribute to a product's success (or failure). We examine how Amazon.com, Salesforce.com and Siebel responded to the disruptive power of the cloud computing technology. Our findings suggest disruptive technology per se is not the reason for the collapse of large corporations, but rather the failure to adapt or create new business models to incorporate novel technology. Our findings have direct implications for strategic managers and entrepreneurs seeking to leverage disruptive technologies through the right business model.

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Crafting organizational innovation processes

Cited by 66 publications

References 17 publications

Deploying information technologies for organizational innovation: Lessons from case studies

Deploying information technologies for organizational innovation: Lessons from case studies

Impact of Image and Satisfaction on Marketing Innovation

Disruptive technologies: a business model perspective on cloud computing

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