Global organization of innovation processes

Abstract

In this article, we first present a brief overview of the historical evolution of global innovation in multinational firms. We then outline four components and challenges facing firms that are evolving towards global innovation. Next, we focus on the beginning and end phases of the innovation process: their inception and their diffusion. We show that the stakes related to inception tend to sustain internationalization but induce ever more complex innovation diffusion. In the conclusion, we present open issues and questions that merit further attention and research by the academic community working at the intersection of innovation management and international management.

Projectification

“…Within this broad theme, an emerging stream has focused on the topic of internationalization of innovation management. A recent special issue of the International Management Journal (Ben Mahmoud-Jouini, Burger-Helmchen, Charue-Duboc and Doz, 2015) presents an overview of research on global innovation evolution in MNCs, proposing drivers and challenges that multinationals encounter along their journey to a more globalized pattern of innovation management. We divide this literature into two different focusses.…”

“…When analyzing the historical dynamics that lead to such global innovation processes, it emphasizes the role of key strategic decisions. One is the legacy of acquisition and alliance decisions made during internationalization; another is the strategic decision to allocate a “world mandate” for specific products and businesses among subsidiaries worldwide (Doz et al , 2001; Doz and Wilson, 2012; Ben Mahmoud-Jouini, Burger-Helmchen, Charue-Duboc and Doz, 2015, p. 114).…”

“…A relevant incentivization system for local subsidiaries can help to align local innovative effort and global innovation strategy (Guerineau et al , 2015). The tension between locally tailored and globally deployable innovations can be eased through central design architecture decisions that clearly differentiate the stable core of the technology from its adaptable periphery (Ben Mahmoud-Jouini, Burger-Helmchen, Charue-Duboc and Doz, 2015). Central human resource management also appears to be an important variable that contributes to knowledge sharing and the global deployment of local innovations through the medium of innovation champions (Munoz Zarate, 2002).…”

“…A recent special issue of the International Management ( Management International ) journal on Global Organization of Innovation Processes presented an overview of the historical evolution of global innovation processes in multinational firms (Ben Mahmoud-Jouini, Burger-Helmchen, Charue-Duboc and Doz, 2015). Originally, in the “home-centric” model, innovation was essentially developed for the home market, and deployed elsewhere later on.…”

Facilitating Contextual Ambidexterity in a Global Operations Expansion Program

“…The globalization of operations has been increasing for several decades, and firms continue to globalize their activities and establish operations in various geographical locations (e.g., Bartlett & Ghoshal, 1989; Blomqvist & Turkulainen, 2019; Ferdows, 2018; Mahmoudi-Jouini et al, 2015). One of the key managerial challenges when expanding operations globally is to simultaneously manage operations and activities on a global scale while adapting to the local context, because the business goals cannot be achieved without managing these activities in a coordinated manner (Doz et al, 2001; Midler, 2019; Turkulainen et al, 2013, 2015b).…”