Creating and implementing organizational innovation

Abstract

Purpose Research on organizational innovation remains relatively scarce, particularly with respect to social structures and processes. In contrast to product innovation, organizational innovation relies more on informal processes and relationships among members of the organization than on formal processes. The purpose of this paper is to contribute to the understanding of these processes at the micro level. Design/methodology/approach Building on a process model of organizational innovation, the authors study the case of a dermatology department of a large hospital in France and conceptualize organizational innovation as the outcome of a social system represented by networks of relationships, professional identities and formal structures. Findings The findings suggest that informal networks support the early phase of the invention and development of organizational innovation. However, the later phases depend more on the formal structure. A mismatch between professional identities and formal roles and positions can prevent the institutionalization and legitimation of organizational innovation in the final phases of the innovation process. Research limitations/implications The study is limited to one case, a department in a French hospital. The authors call for future research to study different industry/country contexts. Practical implications Professional organizations such as hospitals should encourage better interactions between actors of different professional identities to support the development and implementation of organizational innovation. Reducing the perceived hierarchy of different professional identities may also be useful. Originality/value This study is the first to investigate micro-level processes in organizational innovation by combining the concept of professional identity and network analysis.

Effect of network embeddedness on innovation performance of small and medium-sized enterprises

“…Empirical literature has suggested that network embeddedness influenced various aspects of firms' innovation (Xie et al, 2019;Pauget and Wald, 2018;Wang and Chen, 2012;Rutten and Boekema, 2007;Grewal et al, 2006). Even in a clutter with geographical proximity and homogeneity, the innovation performances of the members varied, and network embeddedness was found to be a key contributor (Gebreeyesus and Mohnen, 2013).…”

“…In the food and beverage industry, Santoro et al (2017) found that external knowledge sourcing significantly influenced incremental innovation performance. In the healthcare sector, Pauget and Wald (2018) demonstrated that informal networks support the early phase of the invention and development of organizational innovation, while later phases depend more on the formal structure.…”

Dinâmica de inovação em serviços de saúde

“…"[...]"abordando as necessidades não atendidas das partes interessadas, aliviando as tensões entre pacientes e prestadores [...]" (Salama et al, 2019). implementação de novo metodo das práticas de organização dos negócios, rotinas, local de trabalho e suas relações externas (Oslo, 2005;Ferreira et al, 2014;Pauget & Wald, 2018).…”

Towards a relational innovation

“…For Damanpour and Evan (1984), the organization has to rely on a social system, that is, a set of relationships at work to optimize them to more effectively carry out a specific Towards a relational innovation task or objective. Stating a study case of a major hospital (Pauget and Wald, 2017), administrative innovation was manifested, for example, through schedules change and meetings planning to add some flexibility to the organization. These innovations are not very visible and are often associated with a well-established hierarchical structure.…”

“…What is the criterion that can allow institutionalizing and then disseminating an innovation based on relationships? (Pauget and Wald, 2017)…”