A Multi‐Dimensional Framework of Organizational Innovation: A Systematic Review of the Literature

Crossan, Mary; Apaydin, Marina

doi:10.1111/j.1467-6486.2009.00880.x

Cited by 2,387 publications

(2,097 citation statements)

References 238 publications

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“…1). To retrieve publications, we have used the Social Sciences Citation Index (SSCI) of the Web of Science Core Collection, which is a commonly used database for review studies (e.g., [31,32]). For the first step, we identified a combination of keywords as follows: (diffus n OR adopt n ) AND (photovolt n OR PV OR SHS n OR "solar home system n ").…”

Section: Methodsmentioning

confidence: 99%

Barriers to the adoption of photovoltaic systems: The state of the art

Karakaya

Sriwannawit

2015

Renewable and Sustainable Energy Reviews

239

113

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a b s t r a c tAlthough photovoltaic (PV) systems have become much more competitive, the diffusion of PV systems still remains low in comparison to conventional energy sources. What are the current barriers hindering the diffusion of PV systems? In order to address this, we conducted an extensive and systematic literature review based on the Web of Science database. Our state-of-the-art review shows that, despite the rapid development and maturity of the technology during the past few years, the adoption of PV systems still faces several barriers. The wide adoption of PV systems-either as a substitute for other electricity power generation systems in urban areas or for rural electrification-is a challenging process. Our results show that the barriers are evident for both low-and high-income economies, encompassing four dimensions: sociotechnical, management, economic, and policy. Although the barriers vary across context, the lessons learned from one study can be valuable to others. The involvement of all stakeholders-adopters, local communities, firms, international organizations, financial institutions, and government-is crucial to foster the adoption.

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Section: Methodsmentioning

confidence: 99%

Barriers to the adoption of photovoltaic systems: The state of the art

Karakaya

Sriwannawit

2015

Renewable and Sustainable Energy Reviews

239

113

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“…This requires a deep immersion, transfer and absorption of new knowledge and thus necessitates MMs to spend time on exploration activities. The latter include scanning the environment and recognizing opportunities (Shepherd et al 2007), proposing and interpreting entrepreneurial opportunities (Hornsby et al 2009), and developing new organizational routines and systems (Crossan and Apaydin 2010;Zollo and Winter 2002). Looking at role theory, exploration activities of MMs thus require facilitating adaptability and exerting upward influence by championing new initiatives, which demand an entrepreneurial mindset that nurtures creativity and experimentation as well as emotional equanimity (Huy 2002;Mantere 2008;McGrath 2001).…”

Section: Role Conflict and Exploratory Innovationmentioning

confidence: 99%

Achieving strategic renewal: the multi-level influences of top and middle managers’ boundary-spanning

Glaser

Fourné

Elfring³

2015

Small Bus Econ

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Drawing on corporate entrepreneurship (CE) and social network research, this study focuses on strategic renewal as a form of CE and examines the impact of boundary-spanning at top and middle management levels on business units' exploratory innovation. Analyses of multi-source and multi-level data, collected from 72 top managers (TMs) and 397 middle managers (MMs) operating in 34 units of a multinational organization, indicate that TMs' boundaryspanning is positively related to units' exploratory innovation, but also has a cascading effect on MMs by increasing their perceived role conflict. MMs' role conflict is negatively related to units' exploratory innovation and thus offsets some of the benefits gained through TMs' boundary-spanning activities. Taking a configurational perspective on social exchanges at multiple levels, we show that role conflict is reduced by overlapping boundary-spanning ties among TMs and MMs. Surprisingly, MMs' boundary-spanning does not relate to exploratory innovation. Our study shows that with regard to boundary-spanning, a top-down approach to CE as strategic renewal may be most effective because TMs play a key role in driving exploratory innovation. However, TMs need to be aware of the cascading social liabilities of their boundary-spanning behavior and ensure MMs develop similar networks. We advance ongoing debates in studies about CE and social networks by providing empirically validated insights into who drives strategic renewal and by uncovering the benefits and costs of social exchanges for strategic renewal. Furthermore, we uncover potential causes of mixed findings in network theory research and highlight a remedy to social liabilities.

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“…Numerous studies show that organisational culture is one of the basic determinants of innovation (Crossan and Apaydin 2010;Martins and Terblanche 2003;Khazanchi et al 2007), treating its role as critical to innovation management. It is the culture supportive of innovation and understood as the social and cognitive environment of an enterprise, shared views about the reality, shared convictions and systems of values that are reflected in consistent employee behaviour (Jassawalla and Sashittal 2002, p. 43).…”

Section: Organisational Culture and Innovativenessmentioning

confidence: 99%

“…as organisational innovation (Crossan and Apaydin 2010); • MI definitions according to different authors seem to draw on a commonly accepted definition from Birkinshaw et al (2008); according to these authors, management innovation means the invention and implementation of a novel management practice, process, structure, or technique; such innovations should aim to improve a firm's performance (Vaccaro et al 2012;Mothe and Thi 2010); • MIs are meaningfully new solutions, i.e. they have not been implemented in a particular enterprise; they can be adapted (e.g.…”

Section: Management Innovationmentioning

confidence: 99%

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Management innovation, pro-innovation organisational culture and enterprise performance: testing the mediation effect

2017

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The interest in management innovation (MI) is growing and the conviction about its significant role in boosting an enterprise's competitive advantage and performance has recently gained ground. The studies on MI and its relationships with enterprise performance, which are relatively scarce in literature, indicate the complexity of these relationships. This inspired us to propose the management innovation construct and its operationalisation, which allowed for the empirical verification of the relationships between management innovation and enterprise performance. Simultaneously, we adopted the hypothesis on the mediating role of pro-innovation organisational culture. The aim of this article, therefore, is to study the relationships between MI and enterprise performance as well as to determine what role is played by pro-innovation organisational culture in these relationships. In order to do that, we conducted a survey of 301 companies based in Poland. Our research results confirmed the existence of relationships between management innovation and enterprise performance in the survey sample, although they were not very strong. Additionally, the hypothesis about the mediating role of organisational culture was also partially supported. The results of our study enrich the knowledge about the role of MI in stimulating enterprise performance and the role of proinnovation organisational culture. We also discuss the implications for further research and management practice.

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A Multi‐Dimensional Framework of Organizational Innovation: A Systematic Review of the Literature

Cited by 2,387 publications

References 238 publications

Barriers to the adoption of photovoltaic systems: The state of the art

Barriers to the adoption of photovoltaic systems: The state of the art

Achieving strategic renewal: the multi-level influences of top and middle managers’ boundary-spanning

Management innovation, pro-innovation organisational culture and enterprise performance: testing the mediation effect

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