- List of Figures
- List of Tables
- List of Contributors
- Perspectives on Innovation Management
- The Nature of Innovation
- Marketing and Innovation
- Science, Technology, and Business Innovation
- User-driven Innovation
- Networks of Innovation
- Knowledge and the Management of Creativity and Innovation
- Design-Driven Innovation: Meaning as a Source of Innovation
- Brokerage and Innovation
- Sectoral Systems of Innovation
- Innovation Ecosystems: Implications for Innovation Management?
- Markets for Technology
- Capital Markets, Innovation Systems, and the Financing of Innovation
- Consumption of Innovation
- Sustainable Innovation Management
- Managing Social Innovation
- Innovation Management in Japan
- Innovation Management in China
- Technology and Innovation
- Innovation, Strategy, and Hypercompetition
- Business Model Innovation
- Managing Open Innovation
- Collaboration and Innovation Management
- Organizing Innovation
- Human Resource Management Practices and Innovation
- Managing R&D and New Product Development
- Internationalization of Research and Development
- Intellectual Property Rights, Standards, and the Management of Innovation
- Mergers and Acquisitions and Innovation
- Services, Innovation, and Managing Service Innovation
- Innovation and Project Management
- Platforms and Innovation
Abstract and Keywords
The effectiveness of innovation processes depends fundamentally on the organizational context in which they take place; in other words, to be effective, innovation processes must be correctly ‘organized’. This chapter discusses how and why considerations of the organizational context are important for innovation and examines aspects of organizations that have been identified in the broader Organization and Management Theory (OMT) literature as being of particular importance when thinking about innovation management. It begins by focusing on three streams of literature—culture, leadership, and team dynamics—that already include a concern for innovation and discusses their role in innovation management. In addition, three areas of research in OMT will be discussed that have particular promise for advancing understanding of innovation management—institutional theory, theories of practice adoption, and organizational identity theory—but that have yet to be systemically connected to innovation.
Nelson Phillips is Professor of Strategy and Organizational Behaviour at Imperial College London. His research interests include institutional theory, discourse analysis, technology studies, and entrepreneurship. He has published more than 70 academic articles and book chapters including articles in the Academy of Management Journal, Academy of Management Review, Management Science, Sloan Management Review, Organization Science, Journal of Management Studies, Strategic Organization, Entrepreneurship Theory and Practice, and Organization Studies. He has also written two books: Discourse Analysis (2002, with Cynthia Hardy), and Power and Organizations (2006, with Stewart Clegg and David Courpasson).
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