Developing a Framework for Assessing Innovative Capability Within Complex Organizations.
In: 4th IFKAD (International Forum for Knowledge and Asset Dynamics), 17-18 February 2009 , Glasgow.
Purpose: This paper outlines the initial conceptual development of a research project currently being undertaken by the author with IBM. The paper looks to address how service-orientated organizations can assess their overall ‘innovative capability’ against four main criteria: their external operating environment, management practice, organizational culture, and technology.
Design/methodology/approach: The research will follow a critical research approach, with the initial theory concerning the breakdown of the criteria for innovative capability being developed from a case study on how the migration to a service-orientated environment in creating new challenges for the stimulation of the organizations innovative capability. The emergent framework will then be tested, and refined through a series of practical assessments within other organizations.
Findings: This research project is only at its first stage, and as such as emergent framework has been developed, but not fully tested. It is this framework that will be discussed within this paper.
Research limitations: This is emergent, inductive theory building, and as such should only b construed as providing a starting point for further research.
Practical implications: It is the belief of the author that the framework presented in this paper can help complex organizations better understand those aspects of their business that need to be managed if the ‘innovative capability’ of the organization is to be improved.
Originality/value: Currently there is little research relating to service innovation frameworks. There is literature relating to product innovation, but this framework endeavours to identify how an organization can assess its ability to manage all four types of innovation (product, process, paradigm, and position).
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