The role of trust in innovation

Abstract

The paper explores the role of trust in the collaborative learning processes that underpin innovation as a competitive strategy in organizations. Approach: As a conceptual paper, the argument is framed by academic perspectives, drawn from the academic literature on the topic, and by professional and life experience, Findings: The collaborative learning practices that underpin idea generation and realization in organizations are strongly dependent for their effectiveness upon the availability, within and beyond stakeholder networks, of trust and other key social capital resources. Implications: If innovation is dependent upon social capital resources, such as trust, then leadership endeavour needs to be much more focused upon the creation of a social environment that nurtures rich stakeholder, and other relevant network, relationships. Practical Implications: New forms of governance and power management, and more appropriate and aligned organizational structures, are required in organizations that are attempting to compete through innovation. Originality: The paper's explication of the role of social capital resources, like trust, in organizational innovation offers new insights into this complex but increasingly vital form of competitive strategy.

Knowledge Management Enablers, Knowledge Creation Process and Innovation Performance: An Empirical Study in Tunisian Information and Communication Technologies Sector

“…Sankowska (2013) pointed out that in order to optimize knowledge sharing and to stimulate creative behaviors, there must be an atmosphere of safety and trust in organization. Dovey (2009) argued in turn that "trust is indispensable to the creation of a social environment in which ideas are freely generated, honestly assessed and selected and collectively transformed into profitable new products and services". Specifically, Hutchings and Weir (2005) noted that trustful relationships are drivers for knowledge sharing in the perspective of the SECI model across Arab cultures.…”

Exploring the relationship between flagship platform projects and intrapreneurial self-renewal activities: Managing intrapreneurial equivocality

“…A case study illustrating five intrapreneurial renewal processes was used as empirical evidence. As a result, we connect and contribute to researchers as Brunå ker and Kurvinen (2006), Antoncic and Hisrich (2003) and Dovey (2009) who emphasize the need to understand the role of daily activities in organizational change. In particular this paper contributes to theory in three different ways:…”

“…In doing so, the close relationship between intrapreneurial equivocality and renewal processes has been illustrated. This study can therefore in general be seen as complementary to studies performed by Kaplan and Orlikowski (2013) and Kelley and Lee (2010), and in particular to intrapreneurial theory as previously presented by Brunå ker and Kurvinen (2006), Antoncic and Hisrich (2003), Dovey (2009) andBö rjesson et al (2014) who emphasize the need to understand the role of daily activities in organizational change[ 6 _ T D $ D I F F ] .…”

Table of Contents

“…Dovey (2009) explored the role of trust in innovative collaborations. He determined that collaborative learning practices are the foundation of idea generation and that the environment for these practices relies on social capital resources-like trust.…”