Innovation management in context: environment, organization and performance

By J. Tidd. 2001

587 citations recorded by the source corpus.

Several decades of research into innovation management have failed to provide clear and consistent findings or coherent advice to managers. In this paper, I argue that this is because innovation management ‘best practice‘ is contingent on a range of factors, and that we need better characterizations of the technological and market contingencies which affect the opportunity for, and constraints on, innovation. I review research on innovation together with relevant studies from organizational behaviour and strategic management, and develop a model which may help to guide future innovation research on the relationships between environmental contingencies, organization configurations and performance. I identify uncertainty and complexity as the key environmental contingencies that influence organizational structure and management processes for innovation.

Subfields: Marketing, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/12df68297deed89596322122bd69961a89a24d41

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Citations in the corpus

Intellectual capital and radical innovation: Exploring the quadratic effects in technology-based manufacturing firms (2016, background): “…of highly novel or unique products/services or production processes and the associated organizational competencies (Nonaka and Takeuchi, 1995; Tidd, 2001; Benner and Tushman, 2003) that rest upon the human capital embodied in organizational members, as well as other forms of collective…”
Service innovation and performance in SMEs (2012, background): “In his review of literature on innovation management, Tidd (2001)”
The Strategic Management of Innovation: A Systematic Review and Paths for Future Research (2011, unknown): “Several decades of research into innovation management have failed to provide clear and consistent findings, coherent advice to managers, and convincing ‘best practice’ solutions (Tidd 2001).”
Taking risks in the face of uncertainty: An exploratory analysis of green innovation (2016, background): “This emphasises the importance for decision making of perceived rather than measured uncertainty and risk (Tidd, 2001).”