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Innovation seems to have been one of the key driving factors of the competitiveness and performance of businesses over the last few decades. Innovative enterprises are growing quicker, have higher efficiency, and are more profitable than their less inventive peers" [23]. Such results indicate that the capacity of many companies to innovate and renew may be restricted due to either administrative incompetence, contradictory goals, mismanagement, or leadership skills in deficit. However, as competition in hightechnology industries is pacing up within the innovation economy, modern industrial companies are under rising pressure to tune their innovation ability. The goal of this work is to better understand how innovative initiatives are affected by various organizational environments, in this case, the innovation management process and innovation factors within a business. First, the organizational structure of both methods is clarified, focusing on the management form, the organization's orientation towards innovation, team composition, and the process design of innovative projects, to illustrate the differences.Then the impact on the organization of the basic management process, the collaborative variables, and the results are illustrated and contrasted.

CI \ This paper defines and examines three types of strategic momentum. Reperirive momenrum occurs when organizations repeat previous strategic actions. Postitional mornvntum occurs when organizations take actions that sustain or extend existing strategic positions. Contextual momentum occurs when general traits, such as organizational structure, shape strategic action in a consistent fashion. Event-history analysis of 262 large f i r m over a 29-year period indicates that: ( I ) the occurrence of mergers tends to increase the rate of mergers of the same type (repetitive momentum), and (2) organizational decentralization increases the rate of diversifying mergers (contextual momentum). Product market diversification was found to increase the probability of product extension mergers but not conglomerate mergers, only partly confirming positional momentum. The results indicate that internal momentum can affect merger activity, and suggest the importance of continuing research on the role of inertia in organizational adaptation.

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