scholarly journals Complementarities in organizational innovation practices: evidence from French industrial firms*

2014 ◽  
Vol 24 (6) ◽  
pp. 569-595 ◽  
Author(s):  
Caroline Mothe ◽  
Uyen T. Nguyen-Thi ◽  
Phu Nguyen-Van
Keyword(s):  
Organizational Innovation ◽  
Industrial Firms ◽  
Innovation Practices

scholarly journals Assessing Firm Readiness to Adopt Cluster-Based Innovative Projects: A Segmentation Analysis

2022 ◽  
Vol 14 (2) ◽  
pp. 947
Author(s):  
Kaoutar Jamai ◽  
Ali Abidar ◽  
Hans De Steur ◽  
Xavier Gellynck
Keyword(s):  
Organizational Innovation ◽  
Three Dimensions ◽  
Food Sector ◽  
Segmentation Analysis ◽  
Determining Factors ◽  
Segmentation Approach ◽  
Readiness To Adopt ◽  
Innovation Practices ◽  
Medium Firms ◽  
Organizational Preparedness

As innovation has garnered substantial attention on corporate success and sustainability, organizations must evaluate internal contexts to determine potential innovative practices and benefits. Firms need to investigate the determining factors of innovation preparedness as organizational innovation practices are catalyzed through internal elements. This study evaluates small and medium firms’ readiness to adopt and execute collaborative innovative projects within a future cluster and its impacts on organizational advantages, intentions, and attributes. Thereby, three dimensions were considered in examining organizational preparedness, namely, climate, culture, and motivation. A total of 70 firms operating in the labeled agri-food sector in Morocco were interviewed and homogenously classified using integrated hierarchical and non-hierarchical algorithms, following a segmentation approach. Three segments were identified, stressing the degree of organizational readiness to undertake innovative projects within future service clusters. The segments varied according to the firm’s sub-sector, experience, and resources. Considering the association of readiness with benefits and practical aims, the results broaden firm preparedness understanding to adopt innovative projects. The results also illustrate the relevance of adapting both innovative and beneficial project arrangements for firms with minor to moderate experience while addressing current issues across different segments.

When Failure is the Only Option: How Communicative Framing Resources Organizational Innovation

2020 ◽  
pp. 232948842097169
Author(s):  
William Roth Smith ◽  
Jeff Treem ◽  
Brad Love
Keyword(s):  
Organizational Learning ◽  
Organizational Innovation ◽  
Organizational Strategy ◽  
Organizational Success ◽  
Innovation Practices

Innovation is valuable for organizational success, yet it presents contradictions for workers who must choose between pursuing novel courses of action or practicing established strategy. One challenge is that many efforts at innovation are not successful, making workers reluctant to pursue novel projects. In this study, we seek to answer the question: How do individuals responsible for facilitating innovation in organizations communicatively construct and frame failure? Abductive analysis of interviews with 36 professionals in innovation-related roles reveal that these workers communicate in a way that frames the idea of failure in a way that bolsters innovation efforts. This framing is enacted through a variety of language tools, a mindset aligned with the frame, and the development of organizational strategy that communicatively supports this framing. The article argues that innovation failure is resourced via communicative framing as an asset that aids organizational learning. Overall, findings indicate that communication plays a central role in constituting innovation practices and facilitating change in organizations.

Arguing for Design Thinking Interventions as a Form of Artistic Interventions

2016 ◽  
Vol 10 ◽  
pp. 40-47
Author(s):  
Ulla Johansson Sköldberg ◽  
Jill Woodilla
Keyword(s):  
Organizational Change ◽  
Design Thinking ◽  
Organizational Innovation ◽  
Frame Of Reference ◽  
Full Potential ◽  
Artistic Process ◽  
Theoretical Frame ◽  
Artistic Interventions ◽  
Innovation And Change ◽  
Empirical Material

Drawing on data from two projects where artists used their artistic competence as organizational change facilitators, we argue for a theoretical coupling of the discourse(s) of design thinking to research streams within art-and-management. The artistic dimension of design, the practice perspective and the artistic process should be considered if we are to understand the full potential of design thinking for companies. This paper describes two artistic intervention projects that highlight valuable ways artists can contribute to organizational innovation and change.  We begin with the theoretical frame of reference and a short methodological statement, followed by the empirical material.  In the analysis section we point to ways in which such interventions are similar to ones led by designers when we consider the designer’s process as individualized and contextualized.  Finally, we draw conclusions.

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