Summary: Organizing for Innovation 2023 (not all Papers)
8 keer bekeken 1 keer verkocht
Vak
EBM064A05 (EBM064A05)
Instelling
Rijksuniversiteit Groningen (RuG)
Fantastic summary of all papers from 2022; some remain unchanged for the 2023 exam.
Missing Papers
Week 2)
Vestal, A., & Danneels, E. 2022. Technological Distance and Breakthrough Inventions in Multi-Cluster Teams: How Intra- and Inter- Location Ties Bridge the Gap. Administrative Science ...
Week 1 Lecture 1
- Organisations: systems of coordinated action among individuals & groups whose
preferences, information, interests & knowledge differ.
o E.g. firms, non-profits, universitas, governments…
- Organisations can be designed by adjusting design elements (managerial levers)
o E.g. structure (hierarchy), centralization of decision-making, formalization of
process, task structure & allocation, incentives, culture
o All elements can be changed
o Organization design influences performance & now well organization
function
- How can organizational structures influence innovation?
o Depends on:
▪ innovation outcome (quantity, quality, speed, efficiency)
▪ Types of innovation (incremental, radical, novel)
- Some organizational choices might be better than others for certain innovations
under certain circumstances
Crossan & Apaydin (2010): A multi-dimensional framework of organizational innovation
Definition: Innovation is: production or adoption, assimilation, and exploitation of a value-
added novelty in economic and social spheres; renewal and enlargement of products,
services, and markets; development of new methods of production; and establishment of
new management
- Dimensions of innovation:
o Innovation as a process answers “how?”
o Driver to innovation:
▪ Internal: available knowledge & resources
▪ External: market opportunity or regulations
o Source to innovation:
▪ Internal: invention
▪ External: adaption of something invented elsewhere
o Locus of innovation:
▪ Extent of an innovation
▪ Is it an innovation to a firm? Or a whole network?
o View/direction of innovation: top-down or bottom up
o Level of innovation: shows split between individual/group or process
innovation
o Innovation as an outcome answer “what?”
o Referent dimension (defines newness): new to firm/market/industry
o Magnitude: incremental vs radical innovation
o Form: product/service, process/business model
o Type: technical vs. administrative innovations
, o → outcome of innovation is crucial, process is necessary but not sufficient as
an innovations
- Determinants of innovation
- 1. Leadership (upper echelon theory)
o Leaders provide support & guidance to the creative stage & poses ability to
create conditons for implementation of innovation
o Upper echelon theory: connects characteristics of leaders with their
behaviour to influence organizational outcome
- 2. Managerial levers (RBV & Dynamic capabilities)
o Construct that has firm-level supporting variables of innovation
o 5 types of managerial levers:
▪ Mission, goal, strategy: give direction to follow
▪ Structures & systems: give necessary support to innovation
▪ Resource allocation: give necessary support to innovation
▪ Organizational learning & management support: help maintain
innovation
▪ Organizational culture: management support: help maintain
innovation
- 3. Business Process (Process Theory)
o Initiation phase: awareness & attitude towards new ideas
o Portfolio management: making strategic, technological & resource choices
that govern project selection & future shape of organisation
o Development &
implementation:
sequentially follows
innovation
generation/adoption
decision
o Project management:
processes that turn
inputs into
marketable
innovation &
comprise both
sequential &
concurrent activities
o Marketing &
commercialization:
final innovation
process
Lecture 2: Organizing knowledge & capabilities
- Knowledge base & Innovation
o Consist of many knowledge elements (building blocks of innovation) that are
spread over the whole organisation
o Important driver for its innovative ability
o E.g. intel patents as knowledge structure
, o Innovation can come from adding new knowledge elements or from
recombining existing ones
- 3 main challenges in organizing knowledge
o Knowledge transfer problem: knowledge is dispersed in organisation & must
be transferred in order to be used
o Knowledge creation problem: new knowledge elements need to be added to
drive innovation
o Knowledge retention problem: acquired knowledge needs to be retained (e.g.
employees need to stay within company & use the knowledge to not forget)
- Knowledge management outcomes:
o Creation: new knowledge is generated in organisation
o Retention: embedding knowledge in a repository (lager) so that it exhibits
some persistence over time
o Transfer: experienced acquired in one part affects another
- Knowledge in organizational setting
- Knowledge typologies
o Nature of knowledge: tacit (complex, difficult to articulate, codify, store &
transfer) vs. explicit (easily, articulated, codified % stored, thus can be
transferred), internal vs. external, public vs. private
o Content of knowledge: technological vs. managerial vs market
- Levels of knowledge: (locations of knowledge)
o Individual
o Group (team sports)
o Organizational (e.g. routines for firefighters)
o Inter-organizational (e.g. alliances & their interaction)
- Knowledge as a process:
o Knowledge is a dynamic human process of justifying personal belief towards
the truth
- Organisational routines
o Repetitive, recognizable, interdependent patterns of action, multiple actors
- Organizational capabilities
o Knowhow that enables an organizations to exercise their
main activities
o Collection of routines that confers upon an organizations
management a set of decision options for producing
significant outputs of a particular type
, - Capability vs. routine:
o Capability: collection of routines, substantial size, managerial decision (e.g.
expanding restaurant in other location(large scale & managerial decision))
o Routine: building block of capability, any size & significance, automatically
triggered (e.g. order French fries at MCs, (small scale, frequently repeated,
triggered by customer))
- Dynamic vs. ordinary capabilities
o all capabilities are collections of routines
▪ Ordinary: operational routines that describe the operational function
of a company
▪ Dynamic: search (innovation) routines that modify operational
routines and guide the creation of new routines
o → changes in existing capabilities are an outcome of dynamic cababilites
o D.c. are refined in each company
- How do firms develop innovation capabilities?
o Prior experience: experience accumulation (learning mechanisms)
o Purposeful learning investments: knowledge articulation & codification
(learning mechanisms)
Voordelen van het kopen van samenvattingen bij Stuvia op een rij:
√ Verzekerd van kwaliteit door reviews
Stuvia-klanten hebben meer dan 700.000 samenvattingen beoordeeld. Zo weet je zeker dat je de beste documenten koopt!
Snel en makkelijk kopen
Je betaalt supersnel en eenmalig met iDeal, Bancontact of creditcard voor de samenvatting. Zonder lidmaatschap.
Focus op de essentie
Samenvattingen worden geschreven voor en door anderen. Daarom zijn de samenvattingen altijd betrouwbaar en actueel. Zo kom je snel tot de kern!
Veelgestelde vragen
Wat krijg ik als ik dit document koop?
Je krijgt een PDF, die direct beschikbaar is na je aankoop. Het gekochte document is altijd, overal en oneindig toegankelijk via je profiel.
Tevredenheidsgarantie: hoe werkt dat?
Onze tevredenheidsgarantie zorgt ervoor dat je altijd een studiedocument vindt dat goed bij je past. Je vult een formulier in en onze klantenservice regelt de rest.
Van wie koop ik deze samenvatting?
Stuvia is een marktplaats, je koop dit document dus niet van ons, maar van verkoper Leo11. Stuvia faciliteert de betaling aan de verkoper.
Zit ik meteen vast aan een abonnement?
Nee, je koopt alleen deze samenvatting voor €3,79. Je zit daarna nergens aan vast.
