Interaction and Innovation - Reframing Innovation Activities for a Matrix Organization

Abstract

In this article we point out the importance of reframing and orchestrating an innovation process while adopting a matrix organization (MO) structure. Some studies implicate that a MO gives the flexibility desired and supports sharing of information and efficient use of resources in an organization. However, the MO is also a target of hard criticism by real life operational actors in organizations performing daily tasks. To find out reasons behind this gap, we studied the transformation phase of an organization from a line organization to a MO while simultaneously participating in innovation process development. The assumption was that collaboration with a motivated firm developing innovation activities and simultaneously adopting a MO gives exceptional insight into analyzing the change in a practical manner. Understanding the interplay between the organizational change and innovation activities is the key to success in today's pace of change in the dynamic business environment. Our case study was done in the field of media, which is one of the most challenging due the external systemic change of technology and consumer habits. To survive and compete in business, firms adjust their organizational designs and processes to gain innovations and to connect external innovation sources. Our study shows that different phases of the innovation process need different types of management and support from the organization. Organizations under constant change have to update their innovation process management to match their organizational designs.

Matrix structure for supporting organisational innovation capability

“…Without support and activity from the employees, no structure can make innovation potential as an asset to the firm. Mäkimattila et al (2012) have suggested that instead of having a matrix as the final solution, firms should think how they can make it possible to form temporal teams collaboratively intraand inter-organizationally to carry out innovation tasks. Although turning into the matrix structure has helped to create unitary innovation capability at least to some extent, especially the innovation structures seem still to be a development target for the future.…”

Innovation Centric Knowledge Commons—A Systematic Literature Review and Conceptual Model

“…Intellectual Commons [57] Knowledge Management in Libraries in the 21st Century Knowledge Commons [71] The unacknowledged parentage of knowledge management Knowledge Commons-Cities [62] Knowledge repositories in knowledge cities: institutions, conventions and knowledge subnetworks Knowledge Commons-Cities [61] Knowledge cities through "open design studio" educational projects: the case study of Jeddah City Commons-Generic [72] Understanding computer-mediated inter-organizational collaboration: a model and framework Commons-Generic [65] Knowledge clusters and knowledge hubs: designing epistemic landscapes for development Commons-Generic [73] Interaction and innovation-reframing innovation activities for a matrix organization…”

Análise estrutural e longitudinal sobre capacidades dinâmicas em agências de publicidade e em mídias sociais

“…Os demais temas foram o big data em 5 artigos (Comuzzi & Patel, 2016;Erevelles, Fukawa, & Swayne, 2015;Gupta & George, 2016;Wamba, et al, 2017;Braganza, Brooks, Nepelski, Ali, & Moro, 2017), o comércio eletrônico em 5 artigos (Erevelles, Fukawa, & Swayne, 2015;Hua, Morosan, & Franco, 2015;Groesser & Jovy, 2016;Tan, Guo, Cahalane, & Cheng, 2016;Braganza, Brooks, Nepelski, Ali, & Moro, 2017) Quanto a dimensão teórica utilizada junto às Capacidades Dinâmicas (CD), as teorias mais adotadas nos artigos são o desempenho com 11 artigos (Gupta & George, 2016;Wamba, et al, 2017;Hua, Morosan, & Franco, 2015;Marolt, Pucihar, & Zimmermann, 2015; Análise estrutural e longitudinal sobre capacidades dinâmicas em agências de publicidade e em mídias sociais Kim, 2017;Ahani, Rahim, & Nilashi, 2017;Wilden & Gudergan, 2015;Morgan, 2012;Yun & Gloor, 2015;Palacios-Marqués, Merigo, & Soto-Acosta, 2015;Kamboj & Rahman, 2015), o marketing com 8 artigos (Wang, Lai, & Chang, 2016;Wilden & Gudergan, 2015;Kamboj & Rahman, 2015;Zavattaro & Daspit, 2016;Josephson, Johnson, & Mariadoss, 2016), (Kumar, Dixit, Javalgi, & Dass, 2016), a inovação com 7 artigos (Kamprath & Mietzner, 2015;Zavattaro & Daspit, 2016;Mäkimattila, Saunila, & Salminen, 2014;Dong & Wu, 2015;Yoo, Henfridsson, & Lyytinen, 2010;…”