Explore the vast range of titles available.

Our era is one of increasingly pervasive digital technologies, which penetrate deeply into the very core of the products, services, and operations of many organizations and radically change the nature of product and service innovations. The fundamental properties of digital technology are reprogrammability and data homogenization. Together, they provide an environment of open and flexible affordances that are used in creating innovations characterized by convergence and generativity . An analysis of convergence and generativity observed in innovations with pervasive digital technologies reveals three traits: (1) the importance of digital technology platforms, (2) the emergence of distributed innovations, and (3) the prevalence of combinatorial innovation. Each of the six articles in this special issue relates to one or more of these three traits. In this essay, we explore the organizational research implications of these three digital innovation traits and identify research opportunities for organization science scholars. Examples from the articles in this special issue on organizing for innovation in the digitized world are used to demonstrate the kind of organizational scholarship that can faithfully reflect and inform innovation in a world of pervasive digital technologies.

A step-by-step approach to applying high-impact innovation principles in any organization Innovation is an important force in creating and sustaining organizational growth. Effective innovation can mean the difference between leading with a particular product, process, or service--and simply following the pack. Innovation transforms mediocre companies into world leaders and ordinary organizations into stimulating environments for employees. Applying Innovation combines the key ingredients from areas including innovation management, strategic planning, performance measurement, creativity, project portfolio management, performance appraisal, knowledge management, and teams to offer an easily applied recipe for enterprise growth. Authors David O′Sullivan and Lawrence Dooley map out the main concepts of the innovation process into a clear, understandable framework--the innovation funnel. Unlike other texts for this course, Applying Innovation goes beyond methodologies and checklists to offer an invaluable step-by-step approach to actually applying high-impact innovation in any organization using a knowledge management systems, whether for a boutique firm or one comprised of thousands of individuals. Key Features: Adopts a practical approach to overseeing innovation that focuses on useful tools and techniques rather than on theory and methodologies Offers student activities within the text for immediate application of key concepts, reinforcing retention and comprehension Teaches students to build and apply effective innovation management systems for any organization successfully, regardless of the firm′s size or structure Intended Audience: Applying Innovation is designed for undergraduate and graduate courses such as Innovation Management, Project Management, Strategic Planning, and Performance Management in fields of business, science, and engineering. This book appeals to instructors who want to reduce the \"chalk and talk\" and increase the hands-on practicality of their courses in innovation management.

In the modern business environment, characterized by rapid technological advancements and globalization, abetted by IoT and Industry 5.0 phenomenon, innovation is indispensable for competitive advantage and economic growth. However, many organizations are facing problems in its true implementation due to the absence of a practical innovation management framework, which has made the implementation of the concept elusive instead of persuasive. The present study has proposed a new innovation management framework labeled as “Absolute Innovation Management (AIM)” to make innovation more understandable, implementable, and part of the organization’s everyday routine by synergizing the innovation ecosystem, design thinking, and corporate strategy to achieve competitive advantage and economic growth. The current study used an integrative literature review methodology to develop the “Absolute Innovation Management” framework. The absolute innovation management framework links the innovation ecosystem with the corporate strategy of the firm by adopting innovation management as a strategy through design thinking. Thus, making innovation more user/human-centered that is desirable by the customer, viable for business and technically feasible, creating both entrepreneurial and customer value, and boosting corporate venturing and corporate entrepreneurship to achieve competitive advantage and economic growth while addressing the needs of IoT and Industry 5.0 era. In sum, it synergizes innovation, design thinking, and strategy to make businesses future-ready for IoT and industry 5.0 revolution. The present study is significant, as it not only make considerable contributions to the existing literature on innovation management by developing a new framework but also makes the concept more practical, implementable and part of an organization’s everyday routine.

Brand and innovation management have become increasingly important priorities for firms over the last few decades. Firms rely on strong brands and product innovations to gain competitive advantage and fuel growth. Although academic research has addressed a number of different areas and topics that have collectively advanced our understanding, the interrelationship between branding and innovations is still relatively under-researched. Brand and innovation management need and benefit from each other, suggesting a need for a deeper integration between the two. Towards that goal, this article presents a conceptual framework to help structure the interrelationship and suggests a number of future research directions.

In order to establish an innovation culture, a set of organizational procedures and practices called “Innovation Management”, which may differ among companies, should be followed. At the enterprise level, systematic innovation management becomes more complicated. A number of works covering various aspects of this subject have been published. However, a systematic synthesis of all of these contributions is still lacking in management literature. In this review, we aim to analyze and classify the main contributions published on the topic of innovation management systems/standards in management literature, seeking to discover the gaps which still remain in the literature, and to outline future avenues of research in this domain. More than 70 articles in Innovation Management Systems/Standards (IMS/St) studies published in peer-reviewed journals during 2006–2020 are reviewed and analyzed systematically by searching the science databases ScienceDirect, Scopus and Emerald, etc., and using Google Scholar and Mendeley Elsevier to identify related terms. A complete and accurate view of the latest literature on IMS/St is provided, which identifies the main topics developed in the management literature on IMS/St, as well as significant gaps, and demonstrates the low maturity level of the current state of the field. This paper contributes theoretically to the development of literature on IMS/St and provides a clear understanding of the state of the field during the period 2006–2020, shedding light on the research needed in the future in this field of study. From a managerial perspective, it can help companies to better understand the implications of IMS/St, and to harvest the best benefits from the implementation of IMS/St. Our study also answers these three important questions: 1. What are the main topics developed in the management literature on IMS/St so far? 2. Are innovation management standards mature from a practical point of view? 3. What are the main research gaps in management literature, and how could future avenues of research be shaped?

Our study demonstrates empirically that the choice of resource allocation strategy affects innovation performance. Allocating resources to a broader range of innovation projects increases new product sales, an effect that appears to outweigh that of resource intensity. In addition, we find that the performance benefit of breadth is higher for firms that allocate resources selectively at later stages of the innovation process. This breadth-selectiveness effect is greatest for firms intending to create relatively more novel products, departing further from their knowledge base. Based on these results, we theorize that breadth increases performance because it spreads firms' bets on unproven innovative endeavors. Limiting resource commitments by selecting out deteriorating projects prevents an escalation in the costs of breadth. This advantage increases with the uncertainty implicit in greater innovative intent. The paper thus contributes to theory of how resource allocation strategies influence performance outcomes of innovation project portfolios.

When Innovation is considered one of the key drivers of corporate success, why do organisations struggle to implement it? Research suggests that innovations fail due to a lack of acceptance by employees; therefore an understanding of potential adopters and the factors influencing their decisions is essential. Despite much research on adoption of innovation by an organization, very little is known about its acceptance by individuals within it. Managing Innovation Adoption is about managing technological innovation implementation at work in an effective way by presenting a new theoretical framework. Based on the theory of reasoned action (TRA), the technology acceptance model (TAM) and other conceptual frameworks, Dr Talukder's enhanced model combines factors from existing and original models to create a coherent new model. The data collected proves that it can be used to assist a broader understanding of how people in an organization adopt and use innovations. As well as contributing to academic knowledge, the author's discoveries have practical implications for organizations, managers, administrators and employees.

Theories of entrepreneurship have proposed that entrepreneurs are shaped by contextual influences. This paper examines the social transmission of entrepreneurial behavior across university peers. I propose that peers acquainted at a university increase the probability of an entrepreneurial entry by transmitting information about new opportunities and by reducing the uncertainty associated with entrepreneurship. Based on unique data on hedge fund foundings between 1979 and 2006, this study documents that past entrepreneurial behaviors of university peers are an important driver of individual rates of entrepreneurship. Additional analyses show that social influence has a stronger effect on the transition to entrepreneurship when exerted by spatially proximate university peers and university peers who share gender with the focal individual. These findings provide evidence that the effect of university peers arises as a result of social influence rather than the institutional impact of universities. Together, the results uncover novel pathways of social transmission of entrepreneurship and strengthen evidence for the role of contextual influences in shaping entrepreneurial entry.

There are growing pressures for the public sector to be more innovative but considerable disagreement about how to achieve it. This article uses institutional and organizational analysis to compare three major public innovation strategies. The article confronts the myth that the market-driven private sector is more innovative than the public sector by showing that both sectors have a number of drivers of as well as barriers to innovation, some of which are similar, while others are sector specific. The article then systematically analyzes three strategies for innovation: New Public Management, which emphasizes market competition; the neo-Weberian state, which emphasizes organizational entrepreneurship; and collaborative governance, which emphasizes multiactor engagement across organizations in the private, public, and nonprofit sectors. The authors conclude that the choice of strategies for enhancing public innovation is contingent rather than absolute. Some contingencies for each strategy are outlined.

Innovation Management Software can promote Entrepreneurial Ecosystems by consolidating an organization’s innovation programs, stakeholders, and resources in one place. In this study, we highlighted the digitalization of innovation processes. We focus particularly on the factors influencing the adoption of a specific class of software tools called Innovation Management Software (IMS) or Digital Innovation Management System to support innovation management methods and activities. Specifically, we address the two questions (a) which specific functionality drives the adoption of IMS tools, and (b) which services of IMS providers are valuable in supporting the adoption of IMS by organizations aiming to digitalize their innovation processes. By using an online questionnaire, we gathered survey data from 199 innovation managers of German firms. We used regression analysis to test our hypotheses. While the overall IMS adoption is considered to positively affect the new product development (NPD) efficiency, our results indicate that especially idea management functionalities and services for updates and upgrades improve the IMS adoption. Surprisingly, offering complementary consulting services together with IMS offerings to support the digitalization of innovation processes reduces the likelihood of IMS adoption. These findings are important for managers, consultants, and developers in order to choose and leverage the right options for improving the adoption of IT tools in the NPD process and therefore increase NPD performance and thus also promote Entrepreneurial Ecosystems.