The innovation process in the organizational context: an analysis of helping and hindering factors

Abstract

This article investigates the phenomenon of innovation in the organizational context, considering its multifaceted and multidimensional nature, with the objective of identifying factors that facilitate or hinder the process of implementing new ideas and practices. We performed an exploratory qualitative case study of three Brazilian organizations. The results obtained by means of semi-structured interviews enabled categorization of the innovation processes in the organizations studied. We identified ten factors that facilitate and twelve factors that hinder innovation. The interrelationships of these factors are different in each organization. The conclusion is that innovation is a complex and dynamic process, characterized by collective interactions and a degree of uncertainty, so that it may or may not succeed due to factors that help or hinder it, with those who manage the innovation process playing a key role.

Empirical testing of a model on supply chain management adoption in India using the case study method

“…In essence, the TMT should be prepared to take up the ownership of the adoption decision for the SCM to be successful (Cooper et al , 1997; Burgess et al , 2006; Sandberg and Abrahamsson, 2010; Kotzab et al , 2011). Lack of top management support has been identified as a barrier to organizational innovation (Souza and Bruno-Faria, 2013). Management style has been identified as a barrier to SCM adoption (Saad and Patel, 2006).…”

“…The presence of slack resources helps an organization to undertake initiatives and programs (Rogers, 1983; Damanpour, 1992; Crossan and Apaydin, 2010; Hueske and Guenther, 2015) such as SCM adoption. Lack of resources has been identified as a barrier to organizational innovation (Souza and Bruno-Faria, 2013; Sandberg and Aarikka-Stenroos, 2014). Lack of resources (Fawcett et al , 2008) and lack of SCM expertise (Manzouri et al , 2010) have been identified as barriers to SCM.…”

A Structural Equation Model Linking Innovation and Knowledge Management Capability to Improve Organisational Capability Efficiency

“…Innovation is the knowledge practice that converts knowledge into new products and services [7]. Innovation has been also characterised as a practice that encompasses organisational learning, with a certain degree of ambiguity and intrinsic probability for transformation, based on people's expertise, technological advancements, and organisational cultural elements, thus necessitating the elucidation of problems during its enactment [8]. Innovation is sometimes described as the improvement and application of novel ideas by experts who engage in transactions over time with others in the organisation [9].…”

Barriers to Adoption of Supply Chain Management in India: A Theoretical Model and Scale Development

“…These were: 1) firm-level challenges (lack of awareness of benefits; lack of internal IT expertise; lack of business process expertise; lack of budget; lack of affordable solutions; lack of qualified service providers; and lack of local language software); 2) ICT provider challenges (high cost of sales; high piracy rate; diverse needs of MSME; inability to scale); and 3) policy and infrastructure challenges (poor internet connectivity; unreliable power supply; financing; lack of policy clarity on innovations; data security issues), (NMCC and NASSCOM, 2010). Souza and Bruno-Faria (2013), investigated barriers to organizational innovations in Brazil based on case studies of three organizations. They found twelve barriers.…”

“…The summary of the conceptual factors from literature and expert interviews are listed in Error! Reference source not found.. Rogers, 1962Rogers, , 2003Williamson, 1975;Tornatzky and Klein, 1982;Ramamurthy, 1990;Barney, 1991;Frambach et al, 1998;Ketchen and Giunipero, 2004;OECD, 2005;Leichter, 2006;Williamson, 2008;Fawcett et al, 2008;NMCC and NASSCOM, 2010 Rogers, 1962Rogers, , 2003Barney, 1991;OECD, 2005;Fawcett et al, 2008;NMCC and NASSCOM, 2010;Souza and Bruno-Faria, 2013 Rogers, 1962Rogers, , 2003Tornatzky and Fleischer, 1990;Frambach et al, 1998 Based on a comprehensive analysis of the factors collated from theoretical bases, and those identified from indepth expert interviews, a new theoretical framework for the study of barriers to SCM adoption in India has been proposed in this study (Error! Reference source not found.).…”