Factors Influencing an Organisation's Ability to Manage Innovation: A Structured Literature Review and Conceptual Model

Abstract

Management literature prescribes innovation as a stimulus for sustained competitive advantage in companies; however, the nature of the development in this field has resulted in the literature being broad and fragmented. This paper focuses on the body of literature concerned with the factors which influence innovation management in organisations. The aim of this research is to present a holistic view of the factors that affect innovation management. Using a systematic literature review approach, using over 100 papers, this research identifies nine key factors that impact on an organisation's ability to manage innovation. These nine factors have been identified as management style and leadership, resources, organisational structure, corporate strategy, technology, knowledge management, employees and innovation process. This paper then discusses the inductively derived model that presents the important relationships identified between the factors to present a holistic view of innovation management. From this, we open up the debate on innovation management as a systemic approach rather than being focused on the singular factors. We can therefore conclude that a number of dominant relationships exist between the factors with the innovation process being the only endogenous factor within the model.

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“…In general, these models employ a definition, organizational dimensions and (or) organizational results to construct the diagram. Examples of conceptual diagrams for innovation capability can be found in , Smith, Busi, Ball, and Van Der Meer (2008), Crossan and Apaydin (2010) and White and Bruton (2011).…”

Creative Work Environments and Employee Engagement: Exploring Potential Links and Possibilities

“…Existing research confirms that the nature and behaviours of a leader can have a significant impact on the behaviours of team members (Andriopoulos 2001, Isaksen & Akkermans 2011, Jung 2001, Mumford 2000, Oldham & Cummings 1996, Scott & Bruce 1994, Smith et al 2008. Specific leader behaviours can include communication style, participative goal setting, providing coaching and development-oriented feedback and the modelling of creative behaviours.…”

“…These include but are not limited to: the behaviour of the manager (Abbey & Dickson 1983, Dewett 2004, Isaksen & Akkermans 2011, Mumford 2000, the design of work (Amabile & Gryskiewicz 1987, Hackman & Oldham 1974, provision of time for creativity (Amabile & Gryskiewicz 1987, Amabile, Conti, Coon, Lazenby & Herron 1996, Amabile, Hadley & Kramer 2002, Hennesey & Amabile 2010, Shalley & Gilson, 2004, attitude to risk (Dewett 2004), existence of positive versus negative tensions, existence and management of different types of conflict (Isaksen et al 2001, Jehn 1995, Pelled 1996, Shalley & Gilson 2004, extent of collaboration within and across teams (King & Anderson 1990, Perry-Smith 2006, Taylor & Greve 2006, Thompson & Choi 2005, level of participation in decision making (Tjosvold 1982, Woodman, Sawyer & Griffin 1993, existence of an effective process for creativity management (Amabile 1988, Smith et al 2008 and positive social relationships (Abbey & Dickson 1983).…”

Competências Da Organização Inovadora Em Empresas Da Fundação Nacional Da Qualidade

“…A gestão de ideias permite que a empresa crie um banco de ideias criativas capazes de gerar soluções com potencial de inovação (Smith et al, 2008;Tang, 1998). Para tanto, as pequenas ideias também devem ser valorizadas, pois são mais fáceis de implantar, oferecem menor risco, podem promover grandes mudanças e conferem à organização o hábito da mudança (Álvares, 2001).…”

“…Uma organização inovadora é aquela capaz de inovar de forma sistemática e transformar competências em resultados de inovação (Barbieri, 2003;Crossan & Apaydin, 2009;Hargadon & Sutton, 2000;Smith et al, 2008). Existe hoje um amplo consenso de que o sucesso de uma organização pode ser alcançado pela prática da inovação (Crossan & Apaydin, 2009;Heger & Rohrbeck, 2012;Ramos;Zilber, 2015;Robertson et al, 2012;Vecchiato & Roveda, 2014).).…”