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Innovation Culture (innovation + culture)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	75%

Selected Abstracts

How can you help organizations change to meet the corporate responsibility agenda?

CORPORATE SOCIAL RESPONSIBILITY AND ENVIRONMENTAL MANAGEMENT, Issue 3 2004
David Lyon
As corporate responsibility (CR) has developed over the past decade, companies have developed and communicated their formal values relating to environment, employees, stakeholders and governance through public statements. Many of these companies have produced formal reports covering their performance on environmental and social issues. Continued improvement and delivery of commitments depends on buy-in not just from senior management (and the CR manager), but from managers and staff across the organization. This is only possible if there is a culture that is supportive of corporate responsibility. One key aspect of making this change is understanding how the company's culture affects corporate responsibility performance. This paper discusses some areas of organizational culture that affect CR performance including rewards and recognition, learning and managing change, awareness and involvement, questioning culture and flexibility underpinned by mutual respect. It also provides an overview of our approach for assessing and fostering a supportive culture. This is based on working with clients to manage their licence to operate in addition to extensive experience in innovation culture and safety culture. Copyright © 2004 John Wiley & Sons, Ltd and ERP Environment. [source]

Developing a sustainable culture of innovation management: a prescriptive approach

KNOWLEDGE AND PROCESS MANAGEMENT: THE JOURNAL OF CORPORATE TRANSFORMATION, Issue 3 2005
Mohamed Zairi
This paper proposes an approach to innovation management, which produces seamlessness, unleashes full creative potential, integrates activities, delivers superior performance, and builds a sustainable culture. At the heart of World Class innovation is the role of senior management. This paper argues that senior managers have to exercise interest and commitment to innovation activity and have to play a more transparent role in nurturing the development of a sustainable innovation culture. Other critical aspects found through comprehensive research to be inherent factors and key triggers of success are also covered in this paper with prescriptive steps that can help in the establishment of sustainable innovation activity. Copyright © 2005 John Wiley & Sons, Ltd. [source]

Success in Global New Product Development: Impact of Strategy and the Behavioral Environment of the Firm

THE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 2 2010
Ulrike De Brentani
Product innovation and the trend toward globalization are two important dimensions driving business today, and a firm's global new product development (NPD) strategy is a primary determinant of performance. Succeeding in this competitive and complex market arena calls for corporate resources and strategies by which firms can effectively tackle the challenges and opportunities associated with international NPD. Based on the resource-based view (RBV) and the entrepreneurial strategic posture (ESP) literature, the present study develops and tests a model that emphasizes the resources of the firm as primary determinants of competitive advantage and, thus, of superior performance through the strategic initiatives that these enable. In the study, global NPD programs are assessed in terms of three dimensions: (1) the organizational resources or behavioral environment of the firm relevant for international NPD,specifically, the global innovation culture of the firm and senior management involvement in the global NPD effort; (2) the global NPD strategies (i.e., global presence strategy and global product harmonization strategy) chosen for expanding and exploiting opportunities in international markets; and (3) global NPD program performance in terms of shorter- and longer-term outcome measures. These are modeled in antecedent terms, where the impact of the resources on performance is mediated by the NPD strategy of the firm. Based on data from 432 corporate global new product programs (North America and Europe, business-to-business, services and goods), a structural model testing for the hypothesized mediation effects was substantially supported. Specifically, having an organizational posture that, at once, values innovation plus globalization, as well as a senior management that is active in and supports the international NPD effort leads to strategic choices that are focused on making the firm truly global in terms of both market coverage and product offering. Further, the two strategies,global presence and global product harmonization,were found to be significant mediators of the firm's behavioral environment in terms of impact on performance of global NPD programs. [source]

Performance of Global New Product Development Programs: A Resource-Based View

THE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 5 2007
Elko J. Kleinschmidt
Gaining a competitive edge in today's turbulent business environment calls for a commitment by firms to two highly interrelated strategies: globalization and new product development (NPD). Although much research has focused on how companies achieve NPD success, little of this deals with NPD in the global setting. The authors use resource-based theory (RBT),a model emphasizing the resources and capabilities of the firm as primary determinants of competitive advantage,to explain how companies involved in international NPD realize superior performance. The capabilities RBT model is used to test how firms achieve superior performance by deploying organizational capabilities to take advantage of key organizational resources relevant for developing new products for global markets. Specifically, the study evaluates (1) organizational NPD resources (i.e., the firm's global innovation culture, attitude to resource commitment, top-management involvement, and NPD process formality); (2) NPD process capabilities or routines for identifying and exploiting new product opportunities (i.e., global knowledge integration, NPD homework activities, and launch preparation); and (3) global NPD program performance. Based on data from 387 global NPD programs (North America and Europe, business-to-business), a structural model testing for the hypothesized mediation effects of NPD process capabilities on organizational NPD resources was largely supported. The findings indicate that all four resources considered relevant for effective deployment of global NPD process capabilities play a significant role. Specifically, a positive attitude toward resource commitment as well as NPD process formality is essential for the effective deployment of the three NPD process routines linked to achieving superior global NPD program performance; a strong global innovation culture is needed for ensuring effective global knowledge integration; and top-management involvement plays a key role in deploying both knowledge integration and launch preparation. Of the three NPD process capabilities, global knowledge integration is the most important, whereas homework and launch preparation also play a significant role in bringing about global NPD program success. Tests for partial mediation suggest that too much process formality may be negative and that top-management involvement requires careful focus. [source]