Summary
Literature Organizing for Innovation
Lecture 1: Introduction
® Crossan, M.M. & Apaydin, M. (2010) A multi-dimensional framework of organizational innova-
tion: A systematic review of the literature. Journal of Management Studies, 47: 1154-1189.
Lecture 2: Organizing Innovation in Teams
® Chua, R., & Jin, M. (2020). Across the Great Divides: Gender Dynamics Influence How Inter-
cultural Conflict Helps or Hurts Creative Collaboration. Academy of Management Journal (3),
903-934.
® Schubert, T., & Tavassoli, S. (2020). Product innovation and educational diversity in top and
middle management teams. Academy of Management Journal, 63 (1), 272-294.
® Rink, F. A., & Ellemers, N. (2009). Temporary versus permanent group membership: How the
future prospects of newcomers affect newcomer acceptance and newcomer influence. Person-
ality and Social Psychology Bulletin, 35 (6), 764-775.
Lecture 3: Organizing Continuous Innovation
® Brown, S. and Eisenhardt, K. (1997) The art of continuous change: linking complexity theory
and time-paced evolution in relentlessly shifting organizations, Administrative Science Quar-
terly, 42(1): 1-34.
® Jansen, J.J.P., Van den Bosch, F.A.J., Volberda, H.W. (2006). Exploratory innovation, exploi-
tative innovation, and performance: Effects of organizational antecedents and environmental
moderators. Management Science, 52, 1661-1674.
® Birkinshaw, J., & Gibson, C. (2004). Building ambidexterity into an organization. MIT Sloan
Management Review, 45(4), 47-55.
Lecture 4: Organizing Discontinuous Innovation
® Ahuja G. & Lampert, C.M. (2001) Entrepreneurship in the large corporation: a longitudinal study
of how established firms create breakthrough inventions. Strategic Management Journal, 22:
521-543
® Christensen, C.M. & Overdorf (2000) Meeting the challenge of disruptive change. Harvard Busi-
ness Review, March-April: 67-76
® Veryzer, R.W. (1998) Discontinuous Innovation and the New Product Development Process.
Journal of Product Innovation Management, 15: 204-321
Lecture 5: Organizing Knowledge for Innovation
® Grigoriou, K., & Rothaermel, F. T. (2017). Organizing for knowledge generation: internal
knowledge networks and the contingent effect of external knowledge sourcing. Strategic Man-
agement Journal, 38(2), 395-414.
® Zhou, K. Z., & Li, C. B. (2012). How knowledge affects radical innovation: Knowledge base,
market knowledge acquisition, and internal knowledge sharing. Strategic Management Journal,
33(9), 1090-1102.
® Li, Q., Maggitti, P. G., Smith, K. G., Tesluk, P. E., & Katila, R. (2013). Top management atten-
tion to innovation: The role of search selection and intensity in new product introductions. Acad-
emy of Management Journal, 56(3), 893-916.
,Lecture 6: Organizing Capabilities for Innovation
® Jansen, J. J., Van Den Bosch, F. A., & Volberda, H. W. (2005). Managing potential and realized
absorptive capacity: how do organizational antecedents matter? Academy of Management
Journal, 48(6), 999-1015.
® Bianchi, M., Croce, A., Dell'Era, C., Di Benedetto, C. A., & Frattini, F. (2016). Organizing for
inbound open innovation: How external consultants and a dedicated R&D unit influence product
innovation performance. Journal of Product Innovation Management, 33(4): 492-510
® Zhou, K. Z., & Wu, F. (2010). Technological capability, strategic flexibility, and product innova-
tion. Strategic Management Journal, 31(5), 547-561.
,Lecture 1
Crossan, Mary M., and Marina Apaydin (2010), A Multi-Dimensional Framework of Organizational
Innovation: A Systematic Review of the Literature, Journal of Management Studies, 47, 6 (Sep-
tember), 1154-1191.
Abstract
This paper consolidates the state of academic research on innovation. Based on a systematic review
of literature published over the past 27 years, we synthesize various research perspectives into a
comprehensive multi-dimensional framework of organizational innovation – linking leadership, inno-
vation as a process, and innovation as an outcome. We also suggest measures of determinants of
organizational innovation and present implications for both research and managerial practice.
Introduction
Innovation is widely regarded as a critical source of competitive advantage in an increasingly changing
environment. Innovation capability is the most important determinant of firm performance. The intent of
this paper was to bring together all parts of the proverbial elephant – the level of analysis (individual,
group, firm, industry, consumer group, region and nation) and the type of innovation (product, process,
and business model).
An impediment to the systematic analysis was the loose application of the term ‘innovation’, which is
often employed as a substitute for creativity, knowledge or change. However, the authors were able to
build on several reviews, which had attempted to capture the birth, evolution, and transformation of
innovation research.
Different definitions of innovation:
® Schumpeter (late 1920s) stressed the novelty aspect. Innovation is reflected in novel outputs:
a new good or a new quality of a good; a new method of production; a new market; a new
source of supply; or a new organizational structure, which can be summarized as ‘doing things
differently’.
® Hansen and Wakonen state, ‘it is practically impossible to do things identically’, which makes
any change an innovation by definition.
® However, there are continuing debates over various aspects of invention: its necessity and
sufficiency; its intentionality; its beneficial nature; its successful implementation; and its diffu-
sion to qualify as innovation.
The authors composed a comprehensive definition of innovation, which corresponds to the broad scope
of their research objective. “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 sys-
tems. It is both a process and an outcome.”
This definition captures several important aspects of innovation:
® It includes both internally conceived and externally adopted innovation (production or adoption);
® It highlights innovation as more than a creative process, by including application (exploitation);
® It emphasizes intended benefits (value-added) at one or more levels of analysis;
® It leaves open the possibility that innovation may refer to relative, as opposed to the absolute,
novelty of an innovation, and
® It draws attention to the two roles of innovation (a process and an outcome).
The authors synthesized categories into a comprehensive multi-dimensional framework of organiza-
tional innovation, consisting of the three sequential components:
, 1. Innovation leadership,
2. Innovation as a process, and
3. Innovation as an outcome.
Methodology – not included in this summary
Results
Descriptive Analysis
The fragmented structure of the field revealed a multidimensional nature of the innovation domain. Go-
palakrishmen & Damanpour (1997) propose the following dimensions of innovation:
® Level of analysis – industry, organization, or subunit,
® Stages of innovation process – ideation, project definition, problem solving, development, and
commercialization, and
® Type of innovation (product/process, incremental/radical, and administrative/technical.
The authors were able to identify several additional dimensions, discussed in the Synthesis section.
Synthesis
This section synthesis the data obtained in this review into a comprehensive multi-dimensional frame-
work of innovation.
Dimensions of Innovation
A total of ten dimensions of innovation surfaced from the literature, which could be meaningfully orga-
nized into two categories: those pertaining to innovation as a process and those relating to innovation
as an outcome. The former answered the question ‘how’ while the latter answered the question ‘what’.
The ten dimensions are depicted on the right side of Figure 1.
Figure 1: Multi-dimensional Framework of Organizational Innovation
Literature Organizing for Innovation
Lecture 1: Introduction
® Crossan, M.M. & Apaydin, M. (2010) A multi-dimensional framework of organizational innova-
tion: A systematic review of the literature. Journal of Management Studies, 47: 1154-1189.
Lecture 2: Organizing Innovation in Teams
® Chua, R., & Jin, M. (2020). Across the Great Divides: Gender Dynamics Influence How Inter-
cultural Conflict Helps or Hurts Creative Collaboration. Academy of Management Journal (3),
903-934.
® Schubert, T., & Tavassoli, S. (2020). Product innovation and educational diversity in top and
middle management teams. Academy of Management Journal, 63 (1), 272-294.
® Rink, F. A., & Ellemers, N. (2009). Temporary versus permanent group membership: How the
future prospects of newcomers affect newcomer acceptance and newcomer influence. Person-
ality and Social Psychology Bulletin, 35 (6), 764-775.
Lecture 3: Organizing Continuous Innovation
® Brown, S. and Eisenhardt, K. (1997) The art of continuous change: linking complexity theory
and time-paced evolution in relentlessly shifting organizations, Administrative Science Quar-
terly, 42(1): 1-34.
® Jansen, J.J.P., Van den Bosch, F.A.J., Volberda, H.W. (2006). Exploratory innovation, exploi-
tative innovation, and performance: Effects of organizational antecedents and environmental
moderators. Management Science, 52, 1661-1674.
® Birkinshaw, J., & Gibson, C. (2004). Building ambidexterity into an organization. MIT Sloan
Management Review, 45(4), 47-55.
Lecture 4: Organizing Discontinuous Innovation
® Ahuja G. & Lampert, C.M. (2001) Entrepreneurship in the large corporation: a longitudinal study
of how established firms create breakthrough inventions. Strategic Management Journal, 22:
521-543
® Christensen, C.M. & Overdorf (2000) Meeting the challenge of disruptive change. Harvard Busi-
ness Review, March-April: 67-76
® Veryzer, R.W. (1998) Discontinuous Innovation and the New Product Development Process.
Journal of Product Innovation Management, 15: 204-321
Lecture 5: Organizing Knowledge for Innovation
® Grigoriou, K., & Rothaermel, F. T. (2017). Organizing for knowledge generation: internal
knowledge networks and the contingent effect of external knowledge sourcing. Strategic Man-
agement Journal, 38(2), 395-414.
® Zhou, K. Z., & Li, C. B. (2012). How knowledge affects radical innovation: Knowledge base,
market knowledge acquisition, and internal knowledge sharing. Strategic Management Journal,
33(9), 1090-1102.
® Li, Q., Maggitti, P. G., Smith, K. G., Tesluk, P. E., & Katila, R. (2013). Top management atten-
tion to innovation: The role of search selection and intensity in new product introductions. Acad-
emy of Management Journal, 56(3), 893-916.
,Lecture 6: Organizing Capabilities for Innovation
® Jansen, J. J., Van Den Bosch, F. A., & Volberda, H. W. (2005). Managing potential and realized
absorptive capacity: how do organizational antecedents matter? Academy of Management
Journal, 48(6), 999-1015.
® Bianchi, M., Croce, A., Dell'Era, C., Di Benedetto, C. A., & Frattini, F. (2016). Organizing for
inbound open innovation: How external consultants and a dedicated R&D unit influence product
innovation performance. Journal of Product Innovation Management, 33(4): 492-510
® Zhou, K. Z., & Wu, F. (2010). Technological capability, strategic flexibility, and product innova-
tion. Strategic Management Journal, 31(5), 547-561.
,Lecture 1
Crossan, Mary M., and Marina Apaydin (2010), A Multi-Dimensional Framework of Organizational
Innovation: A Systematic Review of the Literature, Journal of Management Studies, 47, 6 (Sep-
tember), 1154-1191.
Abstract
This paper consolidates the state of academic research on innovation. Based on a systematic review
of literature published over the past 27 years, we synthesize various research perspectives into a
comprehensive multi-dimensional framework of organizational innovation – linking leadership, inno-
vation as a process, and innovation as an outcome. We also suggest measures of determinants of
organizational innovation and present implications for both research and managerial practice.
Introduction
Innovation is widely regarded as a critical source of competitive advantage in an increasingly changing
environment. Innovation capability is the most important determinant of firm performance. The intent of
this paper was to bring together all parts of the proverbial elephant – the level of analysis (individual,
group, firm, industry, consumer group, region and nation) and the type of innovation (product, process,
and business model).
An impediment to the systematic analysis was the loose application of the term ‘innovation’, which is
often employed as a substitute for creativity, knowledge or change. However, the authors were able to
build on several reviews, which had attempted to capture the birth, evolution, and transformation of
innovation research.
Different definitions of innovation:
® Schumpeter (late 1920s) stressed the novelty aspect. Innovation is reflected in novel outputs:
a new good or a new quality of a good; a new method of production; a new market; a new
source of supply; or a new organizational structure, which can be summarized as ‘doing things
differently’.
® Hansen and Wakonen state, ‘it is practically impossible to do things identically’, which makes
any change an innovation by definition.
® However, there are continuing debates over various aspects of invention: its necessity and
sufficiency; its intentionality; its beneficial nature; its successful implementation; and its diffu-
sion to qualify as innovation.
The authors composed a comprehensive definition of innovation, which corresponds to the broad scope
of their research objective. “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 sys-
tems. It is both a process and an outcome.”
This definition captures several important aspects of innovation:
® It includes both internally conceived and externally adopted innovation (production or adoption);
® It highlights innovation as more than a creative process, by including application (exploitation);
® It emphasizes intended benefits (value-added) at one or more levels of analysis;
® It leaves open the possibility that innovation may refer to relative, as opposed to the absolute,
novelty of an innovation, and
® It draws attention to the two roles of innovation (a process and an outcome).
The authors synthesized categories into a comprehensive multi-dimensional framework of organiza-
tional innovation, consisting of the three sequential components:
, 1. Innovation leadership,
2. Innovation as a process, and
3. Innovation as an outcome.
Methodology – not included in this summary
Results
Descriptive Analysis
The fragmented structure of the field revealed a multidimensional nature of the innovation domain. Go-
palakrishmen & Damanpour (1997) propose the following dimensions of innovation:
® Level of analysis – industry, organization, or subunit,
® Stages of innovation process – ideation, project definition, problem solving, development, and
commercialization, and
® Type of innovation (product/process, incremental/radical, and administrative/technical.
The authors were able to identify several additional dimensions, discussed in the Synthesis section.
Synthesis
This section synthesis the data obtained in this review into a comprehensive multi-dimensional frame-
work of innovation.
Dimensions of Innovation
A total of ten dimensions of innovation surfaced from the literature, which could be meaningfully orga-
nized into two categories: those pertaining to innovation as a process and those relating to innovation
as an outcome. The former answered the question ‘how’ while the latter answered the question ‘what’.
The ten dimensions are depicted on the right side of Figure 1.
Figure 1: Multi-dimensional Framework of Organizational Innovation
