Incentives, Resources and Combinations of Innovation Radicalness and Innovation Speed

Abstract

Although scholars have independently explored the antecedents of innovation radicalness and innovation speed, this study's focus on combinations of radicalness and speed offers a number of new insights. Drawing on a comparative case study approach of ten innovation departments of large organizations, the authors’ findings provide evidence that intrinsic rewards trigger innovation radicalness, but the simultaneous presence of extrinsic rewards diminishes innovation speed. Further, the authors show that the availability of high levels of non‐financial resources increases innovation radicalness, but the additional provision of high levels of financial resources leads to a slower process of developing these radical innovations to market. The analysis also uncovers the mechanisms by which extrinsic rewards and financial resources slow down the development of radical innovations. The authors discuss the implications of these findings for the literature on innovation management and managerial practice.

The Role of Employee Incentives and Motivation on Organisational Innovativeness in Different Organisational Cultures

“…Tangible Extrinsic clearly suggests that while incentive-motivation linkages are multiplex, intrinsic motivation ultimately mediates organizational innovativeness. Overall, these results support earlier claims that intrinsic motivation is a key driver of creativity (Amabile, 1993(Amabile, , 1996Amabile et al, 1996;Amabile and Pratt, 2016;Ankli and Palliam, 2012;Behrens and Patzelt, 2018;Cho andPerry, 2011: Ryan andDeci, 2000).…”

“…However, achieving such organizational environment is not easy. For instance, managers face many challenges in identifying optimal ways of motivating their employees to complete tasks (Behrens and Patzelt, 2018;Faisal Ahammad et al, 2015;Stajkovic and Luthans, 2003), share knowledge, contribute new ideas and take initiatives (Foss et al, 2009(Foss et al, , 2015Minbaeva et al, 2003). Employees also respond differently to managerial practices and incentives, and motivational processes vary across different organizational cultures and environments (Krausert, 2014;Shalley et al, 2000;Ryan and Berbegal-Mirabent, 2016).…”

“…Sung et al, 2017, p. 303). Furthermore, recent studies have shown that organizations differ in major way regarding their incentive systems and resulting employee motivations that drive innovativeness (Behrens and Patzelt, 2018), pinpointing the role of contextual factors. To contribute towards these gaps in our understanding, the present study examines how organizational innovativeness is impacted by types of incentive and motivation within different organizational cultures.…”

High-performance work system practices in Vietnam: a study of managers’ perceptions

“…The evidence also revealed that there was a link between HPWS and firm innovation ( RQ3 ). In particular, the managers claimed that people are a contributor to organizational success because if organisations invest in developing employees’ knowledge, skills and motivation, they will then return their effort to contribute to firm innovation (also see Behrens and Patzelt, 2018). For innovation to occur, organisations might leverage human capital to advance firm expertise for developing new products and services (Bouncken et al , 2018; Chen and Huang, 2009).…”

Methodology Of Quality Economy In The Knowledge Space

“…15405/epsbs.2021.04.29 Corresponding Author: Natalya Gagulina Selection and peer-review under responsibility of the Organizing Committee of the conference eISSN: 2357-1330 273 development. In such conditions, competence, innovators' creativity, effective system of including the results of intellectual activity, advanced innovative infrastructure (Behrens & Patzelt, 2018).…”