innovation when it be productive and if it unproductive Companies which have achieved successes continuous set of core values and core purpose has remained constant which are while business strategies and practices adapt to the changing world infinitely. Innovation which is generating note, new ideas through the availability of divergent views and coordinate the necessary actions to implement these ideas then translate them into innovations, and this is showing distinct from the innovative process. In this article I will talk about the factor that favors innovation in the organization through case of Procter & Gamble and then talk about the possible factors that discourage innovation through factors occurred in global markets. The first of these factors, Procter
Radical innovation can be a major disruption for a company. The management of radical innovation is a challenge for companies. In recent years, companies have introduced a new lexicon – chief innovation officer, vice-presidency (VP) of innovation and technology, director of radical innovation and similar terminology. It suggests that, companies are looking for organizational and managerial systems to cope with disruption, to organize and manage radical innovation in a more systematic way, to become less dependent on champions and serendipity. In the literature we also see growing concern for the management of disruption, of uncertainties (e.g.
It proposes that four main elements influence the spread of a new idea: the innovation itself, communication channels, time, and a social system. (Rogers,1962). Sociological Theory of Diffusion: this is a process in a social system where an innovative idea or concept is spread by members of the social group through certain channels. (Rogers,1962) Social construction of technology is a theory within the field of Science and Technology Studies. argue that technology does not determine human action, but that rather, human action shapes technology
As a key driver of economic development, innovation plays a pivotal role in competition at both firm and the national levels (Tellis, Prabhu, & Chandy, 2009); and considering the organizations’ dynamic and complex conditions in the face of global competition, organizations’ need to innovate becomes continually stronger (Tellis et al., 2009). According to previous literature, there is a positive link between innovation and a range of desired performance outcomes (Garcia-Morales, Matías-Reche, & Verdu-Jover, 2011). Therefore, empirical studies have thrown new light on innovation. The major part of this study focuses on manufacturing firms and literature seems to reveal lack of empirical studies with reference to supporting innovation in service firms that deliver high “value added” services. One proposition is that organizational culture is a key player that encourage processes supporting innovation (Tellis et al., 2009); and this view is more relevant in the context of professional service firms.
The third conception of IS strategy is organization centric , which bridges the two extremes of business driven logic and IS function logic in earlier conceptions . Conceptualizing IS strategy as a shared role between the business and IS function , viewing it as an organizational perspective which covers all three subdomains (ie . what, how and who) of the management strategy of information systems proposed by Earl (1989) and utilize IS for strategic goals (Armstrong and Sambamurthy 1999; Preston and Karahanna 2009b). Following an organizational perspective approach suggests that IS strategy could be both emergent and deliberate strategies , hence avoiding the contradiction (Galliers 2004) . It is highly likely that with emergence of new technologies and a shared view between IS and business executives, it could reflect the social dimension of IS strategic alignment (Reich and Benbasat 1996, 2000) and shape the business strategy of the organization (Galliers 1995).
1.0 Introduction: Strategic alliance being one of the successful modes of entry for the organisations to enter into the new market, Small and Medium Enterprise (SMEs) still having difficulty in adopting this as their entry mode due to many factors. Strategic alliance being defined differently by researches, the research perspective define strategic alliance as a long-term cooperative arrangement at the strategic level between two or more firms to improve their competitive position and performance by sharing resources and risks (Inkpen and Tsang 2007). Das and Tang (2000a) divide strategic alliances into four major categories: equity joint ventures, minority equality alliances, bilateral contract-based alliances, and unilateral contract-based
According to Leifer (2000), it is very important to understand radical innovation because it transforms the relationship between customers and suppliers, restructures marketplace economics, displaces current products, and often creates entirely new product categories. It may provide a platform for the long-term growth that corporate leaders desperately seek. Radical innovation concerns the development of new business or product lines that are based on new ideas, technologies or substantial cost reductions. Therefore, requires exploration competencies. Incremental innovation usually emphasizes cost or feature improvements in existing products or services and it requires competencies in the exploitation of existing knowledge.
In third stage from linear innovation model , which called " Gate model represented by a funnel , there are found feedback loops and variations in the times between stages . (Marinova & Phillimore, 2003) . According to Godin & Lane(2013) this model includes a simple a sequential process of steps going from basic science to innovations – an innovation being defined as an invention that is profitable. The linear model founded the assumption that innovation is applied science. It is called as “linear” that due to there is a just-defined set of stages that innovations are presumed to go through it and it is process assumed within firms Comes in the first science or basic research, then development then finally production then marketing.
In a broad scope, innovation can create value though many ways: offering new products or services, exploiting new market segments, redesigning processes to improve efficiency, among others (Sawhney et al., 2006). The organizations need to systematically innovate in order to thrive, but there are many challenges to achieve this objective. Actually, several sources of complexity are associated with the challenge of innovation, such as technological, organizational and inter-organizational (Kim & Wilemon, 2003). The constitution of an IMS aims at dealing with these difficulties. Such constitution includes setting a group of managerial elements that aim to systematize innovation efforts in the organization, making sure, at the same time, that the proposed routines are oriented to the organizational objectives.
What are the drives of innovation? In the examination above, it was mention that if an organisation doesn’t innovate, they won’t grow. But it can also be said that if organisation doesn’t innovate it would be hard for them to survive in the market environment. As O’Sullivan and Dooley (2009) examine the dives of innovation, they mention that those dives would also help the organisation to create a sense of urgency of creating new organisational goal and generates new ideas. Furthermore, they identify four drive of innovation which is as follows: • Emerging technologies – they see new technology as having the potential of significant innovation in the organisation and it can basis from innovative products, processes and services that can