Show Summary Details

Page of

PRINTED FROM OXFORD HANDBOOKS ONLINE ( © Oxford University Press, 2018. All Rights Reserved. Under the terms of the licence agreement, an individual user may print out a PDF of a single chapter of a title in Oxford Handbooks Online for personal use (for details see Privacy Policy and Legal Notice).

date: 04 July 2020

Abstract and Keywords

This article seeks to understand the interaction between organization and innovation from three different but interdependent perspectives. It examines the relationship between organizational structures and innovation, drawing on the various strands of work in organizational design theories. It also looks at organizational innovation from the micro-level perspective of learning and organizational knowledge creation. It argues that organizations with different structural forms vary in their patterns of learning and knowledge creation, engendering different types of innovative capabilities. It then turns to the discussion of organizational adaptation and change, focusing on whether and how organizations can overcome inertia in the face of discontinuous technological changes and radical shifts in environmental conditions. This article concludes by discussing the limitations and gaps in the existing literature, and the areas for future research.

Keywords: organizational structures, innovation, organizational design theories, organizational knowledge creation, knowledge creation

Access to the complete content on Oxford Handbooks Online requires a subscription or purchase. Public users are able to search the site and view the abstracts and keywords for each book and chapter without a subscription.

Please subscribe or login to access full text content.

If you have purchased a print title that contains an access token, please see the token for information about how to register your code.

For questions on access or troubleshooting, please check our FAQs, and if you can''t find the answer there, please contact us.