Corporate Lifecycles: Modelling the Dynamics of Innovation and Its Support Infrastructure

Koplyay, Tamas; Chillingworth, Lisa; Mitchell, B. R.

doi:10.22215/timreview733

Cited by 1 publication

(4 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…As Koplyay, Chillingworth, and Mitchell () discuss, at the growth stage, the software firms also continuously invest in adopting different type of process innovations including new technologies, methodologies, and skills. These, for example, included agile software development, which has a direct influence on process efficiency—reducing the time to market and development costs.…”

Section: Discussionmentioning

confidence: 99%

“…The basis of firm evolution and innovation dynamics often lies in the business life cycle literature as these theories explain changes in a firm over time (Greiner ; Justis ; Quinn and Cameron ). Researchers (Barras ; Damanpour and Gopalakrishnan ; Koplyay, Chillingworth, and Mitchell ; Tidd and Bessant ; Utterback ; Utterback and Abernathy ) have identified that the pattern of innovation adoption and the relative importance of innovation determinants change over the industry's life cycle (Dao and Zmud ; Tavassoli ). Based on life cycle theories, Utterback and Abernathy () found that the product‐process innovation pattern is more common in business by analyzing data from five different industries.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…Barras () observed that the types of innovation adoption follow a pattern of process–product pattern in services. Later Koplyay, Chillingworth, and Mitchell () argue that product, marketing, process, and finance innovation adoption pattern is common in businesses.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…When an entrepreneurial firm passes from one stage to another, the characteristics of the entrepreneurial firm change, introducing new managerial challenges, particularly when firms attempt to adopt new forms of innovation. But the effect of such changes on innovation is poorly understood (Koplyay, Chillingworth, and Mitchell ). We therefore examine the effect of changing organizational characteristics on innovation, for example, entrepreneurial‐informal organizational form to established and formalized processes, as organizational dynamics.…”

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

Organizational Dynamics and Adoption of Innovations: A Study within the Context of Software Firms in Sri Lanka

Udagedara¹,

Allman

2019

Journal of Small Business Management

View full text Add to dashboard Cite

This paper examines the effect of organizational dynamics on innovation focus using the residual dominant and emergent theoretical framework (RDE) and the empirical evidence of four case studies. The findings revealed that different types of innovation coexist, but one type becomes dominant over other types at a certain time as the innovation focus is changed in line with the strategic priorities of firms. We found that innovation focus takes the form of product, process, and organizational innovation pattern over time when the firms move from an entrepreneurial organization to a more formal business corporation. More importantly, the RDE framework provides an appropriate lens for practitioners, in identifying the enablers and barriers of innovation.

show abstract

Section: Discussionmentioning

confidence: 99%