Organizational Strategic Innovation — How Is Government Policy Helping?

McGuigan, Martin; Henderson, Joan

doi:10.1142/s0219877005000460

Cited by 3 publications

(2 citation statements)

References 6 publications

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“…In his study of a state unemployment agency, Blau [1955] reports various forms of innovation and adjustment that deviated from the prescribed rules and procedures. McGuigan and Henderson [2005] drew similar conclusions, and emphasized the importance of risk taking individuals for creating an innovative environment. One reason for this is that "individuals have self interest as well as organizational concerns" [Burton and Obel (1998, p. 9)].…”

Section: The Relationship Between Structure and Functioningmentioning

confidence: 77%

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Does Organization Structure Matter? On the Relationship Between the Structure, Functioning and Effectiveness

Andersen

Jönsson

2006

Int. J. Innovation Technol. Management

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Managers often see new organizational design as the solution to many problems. This paper explores the relationship between organization structure (design), functioning of organizations, and effectiveness. A study of 320 companies showed that the structural variable, decentralization, marginally affected the way in which organizations function. Functional variables had a minor impact on profitability. No direct relationship between structure and effectiveness was found. When functioning is conceptualized as a mediating factor no direct causality between structure and effectiveness is implied, but a relationship between structure, function and effectiveness. To improve effectiveness, reorganizing is probably not the first option to consider.

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Section: The Relationship Between Structure and Functioningmentioning

confidence: 77%

“…Gouldner (1954); Blau (1955); Merton (1957); Child (1972); Burton and Obel (1998); Hales (1999);Ferner (2000); Jaffee (2001); Andersen (2002); Feldman and Rafaeli (2002); McGuigan and Henderson (2005)]. However, they do not support their stance with empirical evidence.…”

Section: Hypothesesmentioning

confidence: 99%

Does Organization Structure Matter? On the Relationship Between the Structure, Functioning and Effectiveness

Andersen

Jönsson

2006

Int. J. Innovation Technol. Management

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An intellectual capital-based differentiation theory of innovation practice

Dumay

Rooney

Marini

2013

Journal of Intellectual Capital

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Purpose -The purpose of this paper is to respond to calls to research recognising impediments to innovation practice. The paper argues that decision-making preferences by risk-averse managers are a key impediment to the organisational support required for the commercialisation of new ideas, by exploring the relationship between forms of intellectual capital (IC) and innovation. As a result, categories are derived that contrast with the current grand theory that IC drives innovative practices. Design/methodology/approach -The paper critically examines cross-sectional empirical data gathered through semi-structured interviews with 27 Australian executive managers from leading Australian companies and the public sector. These interviews elicited narratives about successful and unsuccessful innovations where interviewees had significant involvement in the outcome. In all, 54 narratives of innovation from executive managers -27 successes and 27 failures, were analysed using the repertory grid technique to unearth patterns about the process of innovation, especially in relation to the stability of the business environment and the need for innovation. Findings -The paper finds that successful innovation in a context identified as demonstrating riskaverse decision-making behaviours requires different management approaches, depending on whether the innovation is radical, evolutionary or incremental. The paper discovers 12 different factors contributing to innovation processes and identifies those that are more likely to contribute to the success of innovative endeavours. From this the current grand theory that IC drives innovative practices is challenged by developing an IC-based differentiation theory of innovation practice. Research limitations/implications -As always, the observations and conclusions reached are limited to the 27 interviews and the Australian context. Further, findings are based on the authors' objective analysis. As with any qualitative study the authors also caution about generalising the findings, and as with any theory it should be used to develop insights into actions, rather than prescribing them. Practical implications -For educators it highlights the need to teach students to critique innovation rather than accepting that all innovation is beneficial. For researchers it shows they must avoid success bias by investigating both successful and failed innovations, developing differentiation theories of innovation practice. The findings highlight how senior managers responsible for enabling and resourcing innovation need to develop skills for identifying the innovation type enabled, matching it to an appropriate strategic approach. Finally, for policy makers it shows how different forms of successful innovation require different approaches, and each can be encouraged, developed and enabled differently. Originality/value -The paper is novel because it addresses the interaction and complexities of the different factors that enable successful innovation and possibly contribute to innovation failures, a...

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Empirical Investigations Into Firm Technology Orientation and Entrepreneurial Orientation

Urban

Barreria

2010

Int. J. Innovation Technol. Management

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Entrepreneurship and its relation with technology is studied extensively within organizations and often conceptualized as entrepreneurial orientation (EO) and technology orientation (TO). This paper empirically tests the relationship between these orientations and firm performance by measuring how environmental dynamism and hostility may influence the EO–TO relationship. After providing an overview of the relevant variables, data are collected from 229 firms in Johannesburg, South Africa. Statistical analyses are employed to test the hypothesized associations. Findings reveal robust reliability and validity of scales used, and significant correlations between EO and environment hostility and dynamism are reported.

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Organizational Strategic Innovation — How Is Government Policy Helping?

Cited by 3 publications

References 6 publications

Does Organization Structure Matter? On the Relationship Between the Structure, Functioning and Effectiveness

Does Organization Structure Matter? On the Relationship Between the Structure, Functioning and Effectiveness

An intellectual capital-based differentiation theory of innovation practice

Empirical Investigations Into Firm Technology Orientation and Entrepreneurial Orientation

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