Boards as a diffusion mechanism for knowledge and experience of new organizational innovations could play an important role as both an initial trigger to organizational change and for sustaining an implemented change in the organization. Further, the external context, such as history, culture, and local institutional setup, influenced the dissemination of the specific organizational innovation.
In most cases, these local resources, e. Finally, the primary diffusion mechanisms identified in the seven programs were universities, consultants, people, user networks role models , research institutes, and industry associations.
However, also local governmental organizations as well as non-profit organizations showed to play a role as diffusion channels. Seen from a triple helix perspective, any organization from either one helix industry, university, or government has its own improvement trajectory, which is influenced by other organizations and their improvement trajectories both from within the same and other helices.
Etzkowitz and Ranga concerning the characteristics of organizational innovations such as TQM or Lean and of their dissemination processes. The Triple Helix dynamics could therefore be expected to directly influence the effectiveness of the creation, diffusion, and sustaining of an organizational innovation.
Further, the Triple Helix dynamics could be assumed to play an even more important role in the case the new organizational innovation is hard to observe and test; when it is complex, that is, it affects most parts of a firm or organization; when the knowledge about the new innovation is low among players in the institutional setup, e.
The purpose of this paper was to develop a comprehensive model for studying and better understanding the creation, diffusion, and sustaining of organizational innovations by using a system perspective.
A first conclusion is therefore that the model could be visualized as five steps desirability, feasibility, first trial, implementing, and sustaining that are in turn influenced by three main sets of influencing factors: the characteristics of the innovation itself, the internal context, and the external context together with different types of diffusion channels transferring knowledge from external sources to the organization.
However, drawing the model as a static, two-dimensional linear model creates a dilemma, which leads us to our second conclusion, namely that the creation, diffusion, and sustaining of organizational innovations are not linear, sequential concepts but rather are highly intertwined, due to the fact that the organizational innovation is constantly re-invented.
For this reason, it does not make sense to speak of or study each concept in isolation as both Birkinshaw et al. Each release is valid only temporarily, since it is constantly re-invented as a result of continuous external and internal triggers for change. Further, the improvement trajectory is path-dependent and cumulative due to internal inertia among top managers and employees, so the decision to adopt new organizational innovations is affected by the historically chosen ones.
This paper is planned to be the first of two. By doing this, we can verify if the characteristics of an organizational innovation affect the applicability of the comprehensive model. TQM, TPS, and Lean were all developed in a context of continuous improvement with the aim of achieving quality and efficiency, and they all draw strongly on the experiences of Toyota in Japan.
The organizational innovation chosen for the follow-up paper is the Google Model, which focuses primarily on continual innovation and has been developed in the Internet industry in Silicon Valley, USA. The suggestion for future research is to further validate and refine this more comprehensive model by testing it not only on more types of organizational innovations but also on more types of organizations, e.
In addition, there is a need to identify the importance of differences in underlying institutional environments by testing it in other countries than Sweden. Finally, it would be of value to further test the model by using other perspectives, e.
It would therefore also be of value to test how the Triple Helix dynamics influence the creation, diffusion, and sustaining of organizational innovations. This part of the research literature is using a national or regional innovation system perspective, i. Research literature using other perspectives, e. Savage Fifth Generation Management , Amidon Knowledge Innovation , and Mercier-Laurent Innovation Ecosystems , were not included in this review of literature on the creation, diffusion, and sustaining of technical innovations.
This was also the case in the intra-firm diffusion process, with respect to implementing and sustaining the organizational innovation. The optimal case is when an organization can generate both incremental and disruptive innovations. The model is based on an earlier model by Birkinshaw and Mol However, this previous model separated motivation into two steps—dissatisfaction with the status quo and inspiration—which the authors claimed usually comes from outside the firm.
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Sadly, not every innovation will succeed. There are many variables involved with any innovative idea and perils both known and unknown may prevent success. Once a project is underway, it is not uncommon to discover that accomplishing the goals cost more than expected, causing the project to be cancelled. Many successful entrepreneurs have failed multiple times, explains KnewMoney.
Failed initiatives often result in new knowledge, lessons learned and limitations understood. It is also common for individual aspects of an idea to become successful on their own. Companies need to accept that although many ideas fail they still need to reward the hard-working team that implemented the idea.
The challenge of actually implementing innovation is arguably just as difficult as the process of creating the innovation itself! We all know a culture of innovation can make a company wildly successful. But the challenge innovative organizations face is to ensure enough attention is being paid to how to actually implement all the fabulous ideas they come up with!
Making it happen-that is where the action is. Warren McFarlan. This means they will:. This is why leaders of innovation have to have a laser-focus on the ability of the organization to implement. So, what does it take to build implementation capability into your organization?
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