The Capacity for Innovation in Large, Complex Organizations - Joseph R. Cerami - 2001 Propositions

The Capacity for Innovation in Large, Complex Organizations
Joseph R. Cerami
The Innovation Journal: The Public Sector Innovation Journal, 6(1), 2001,



Propositions in the paper

General Proposition:

Large, complex organizations can be more effectively innovative by developing capacities for innovation.

Propositions, by Capacity:
Proposition 1:

Large, complex organizations can be more effectively innovative by developing a capacity to promote a values-based, environment-oriented identity.
1A: The capacity to promote a values-based, environment-oriented identity requires a strategy that includes innovation in the vision, mission, values and purpose statements.

1B: The capacity to promote a values-based, environment-oriented identity requires core values that encourage innovation and can be embodied in achievable and measurable goals.

1C: The capacity to promote a values-based, environment-oriented identity requires constant environmental scanning (for current and future competitive threats and cooperative opportunities) and the capability to change values to support both incremental and discontinuous change.

Proposition 2:

Large, complex organizations can be more effectively innovative by developing a capacity for flexible work processes.

2A: The capacity to develop flexible work processes requires the capability to assemble powerful, flexible, creative, multifunctional, and boundary-spanning teams.

2B: The capacity to develop flexible work processes requires a culture and climate that supports innovation and change.

2C: The capacity to develop flexible work processes requires ambidextrous approaches for managing existing technology while simultaneously developing new technologies (this includes the capability to align all organizational subsystems to support both incremental and discontinuous change).

Proposition 3:

Large, complex organizations can be more effectively innovative by developing a capacity for individual and collective situated judgment.

3A: The capacity for individual and collective situated judgment can be developed by promoting creativity in individual and group attributes, conceptual skills, behavior, and processes.

3B: The capacity for individual and collective situated judgment can be developed by improving the organization's decision making, knowledge-base and technological mastery (including the capacity to experiment, conduct pilot tests, and manage technology cycles).

3C: The capacity for individual and collective situated judgment can be developed through environmentally-oriented, flexible and adaptable team and management styles, and project-oriented, horizontal work processes.

3D: The capacity for individual and collective situated judgment can be developed by improving the ability of top management to identify and overcome barriers to innovation and change.

Proposition 4:

Large, complex organizations can be more effectively innovative by developing a capacity for individual and collective accountability.

4A: The capacity for individual and collective accountability can be developed through structures and management that encourage horizontal, boundary-spanning, open communications and the interaction (and conflict management) of independent, small, multifunctional teams.

4B: The capacity for individual and collective accountability can be developed by a top management that performs the roles of architects, network builders, jugglers and buffers.

4C: The capacity for individual and collective accountability can be developed by improving the metrics used to measure continuous improvements (through methods, such as CMM).

4D: The capacity for individual and collective accountability can be developed by a top management that can identify the most important problems and performance gaps, then align organizational subsystems to enable rapid organizational change and develop new technologies faster than environmental competitors.


http://www.innovation.cc/discussion-papers/organizational-design.htm

Innovation Theory and Innovation Management Theory - Literature Reviews

Strategic Innovation - Literature Review - 2013
Essay - Part of a thesis
http://essay.utwente.nl/62857/1/Thesis_Strategic_Innovation_S_Kataria.pdf

Innovation Theory: A review of the literature
ICEPT Working Paper
May 2012
Ref: ICEPT/WP/2012/011
Philip Greenacre (philip.greenacre06 @ imperial.ac.uk)
Dr Robert Gross (robert.gross @ imperial.ac.uk)
Jamie Speirs (jamie.speirs06 @ imperial.ac.uk)
Imperial College Centre for Energy Policy and Technology
https://workspace.imperial.ac.uk/icept/Public/Innovation%20review%20-%20ICEPT%20working%20paper%20version%20(16.05.12).pdf

Innovation Management - Google Books Bibliography

Perspectives on Supplier Innovation: Theories, Concepts and Empirical Insights on Open Innovation and the Integration of Suppliers


Alexander Brem, Joseph Tidd
World Scientific, 2012 -  550 pages


Hardly anybody outside a company knows its products and processes better than its suppliers. Research confirms that intensive integration of suppliers in the value creation process positively influences the success of the company, particularly in highly competitive industries. This is a result of the progressing reduction in the depth of value creation of manufacturers and the increasing transfer of know-how towards suppliers. In multilevel business-to-business relationships, suppliers often have the best or the only access and comprehensive knowledge about the end users. Therefore, suppliers determine the scope of possible innovations, which most companies do not actively use.
This unique volume provides a comprehensive overview of theories, concepts and especially empirical results on open innovation and the integration of suppliers. For this, authors from all over the world present their latest research results offering fascinating insights into collaborative approaches with suppliers.
http://books.google.co.in/books?id=Txsmc5NLs1kC

Proceedings of the 5th European Conference on Innovation and Entrepreneurship, National and Kapodistrian University of Athens, 

Greece, 16-17 September 2010


Academic Conferences Limited, 2010 - 779 pages
http://books.google.co.in/books?id=UJ4g3vtNVTYC

Innovation in Japan: Emerging Patterns, Enduring Myths 

Keith Jackson, Phillipe Debroux
Routledge, 2009  - 200 pages


The Japanese economy has made a remarkable recovery from the so-called ‘Lost Decade’ of the 1990s. This said, demographic trends suggest that Japan will have to show remarkable powers of innovation if it is to continue to prosper in the global economy. For, around the turn of the last century texts published by prominent strategy analysts such as Michael Porter and colleagues were asking whether Japan could continue to compete at all, and in answering this question they not only gained significant global attention, they also appeared to sound the death knell for strategic innovation in Japan.

This collection helps put the record straight. It invites authors and editors of previous (Routledge) titles on the topic of ‘Innovation in Japan’ to reflect on how things have moved on – prominent scholars on Japanese innovation such as Martin Hemmert, Cornelia Storz, and Ruth Taplin, all of whom appear in this collection. It brings together fresh perspectives on Japanese-style innovation, from insiders and from outsiders, from scholars and from practitioners, all of whose combined contributions to this book update our understanding of how patterns of innovation in Japan are evolving and thus provide inspiration and guidance for managers and innovators worldwide.

http://books.google.co.in/books?id=6UGOAQAAQBAJ

Mastering the Dynamics of Innovation

James M. Utterback
Harvard Business Press, 1996 - 253 pages


The author presents a compelling look at how innovation transforms industries, raising the fortunes of some firms while destroying others. The book draws on the rich history of innovation by inventors and entrepreneurs--ranging from the birth of typewriters to the emergence of personal computers, gas lamps to fluorescent lighting, George Eastman's amateur photography to electronic imaging--to develop a practical model for how innovation enters an industry, how mainstream firms typically respond, and how--over time--new and old players wrestle for dominance. Utterback asserts that existing organizations must consistently abandon past success and embrace innovation--even when it undermines their traditional strengths. He sets forth a strategy to do so, and identifies the responsibilities of managers to lead and focus that effort.

Mastering the Dynamics of Innovation offers a pioneering model for how innovation unsettles industries and firms, and features fascinating histories of new product developments and strategies for nurturing innovation.

http://books.google.co.in/books?id=aaJhas3bnN8C

Management Innovation Capabilities - Propositions - Mie Harder - 2011

Management Innovation Capabilities:
A Typology and Propositions for Management Innovation Research
Mie Harder
78-87-91815-12-6 SMG Working Paper No. 2/2011
January, 2011
ISBN: 978-87-91815-64-5
Department of Strategic Management and Globalization
Copenhagen Business School
Porcelænshaven 24
2000 Frederiksberg
Denmark
www.cbs.dk/smg


Proposition 1: The cognitive capabilities of managers, i.e. their abilities to perform mental
activities related to sensing opportunities, positively influence the diagnostic capability and the
management innovation capabilities of an organization and, hence,    increases the likelihood of
implementing management innovations.


Proposition 2: Organizational resources (e.g. workforce characteristics, knowledge sources,
knowledge sharing practices and organizational structures promoting experimentation and knowledge
sharing) positively influence the diagnostic capability and the management innovation capabilities of an
organization and, hence,  increases the likelihood of implementing management innovations.

Proposition 3: Organizational resources (e.g. employee and middle‐manager support of change,
workforce characteristics, prior experience and centralized decision making) positively influence the
implementation capability and the management innovation capabilities of an organization and, hence,
increase the likelihood of implementing management innovations.

Proposition 4: The cognitive capabilities of managers, i.e. their abilities to perform mental
activities related to seizing opportunities and reconfiguring assets, positively influence the
implementation capability and the management innovation capabilities of an organization and, hence,
increases the likelihood of implementing management innovations.


Proposition 5: A performance shortfall, either in the form of a perceived problem or unexploited
opportunity, positively moderates the relationship between management innovation capabilities and the
implementation of actual management innovations

Proposition 6: Management innovation characteristics (e.g. radicalness, complexity,
complementarity etc.) moderate the relationship between management innovation capabilities and the
implementation of actual management innovations.




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Basic Propositions - Technological Innovation Process in the Firm - Mariano Nieto

Basic propositions for the study of the technological innovation process in the firm
Mariano Nieto
European Journal of Innovation Management
Volume 7 · Number 4 · 2004 · pp. 314-324

The innovation process in the firm could be defined as follows:

P1. Technological innovation in companies is a learning process through which a flow of

new knowledge competencies and capabilities is generated

Technology at the company level can be defined as follows:

P2. Technology is the output and the principal input of the innovation process and reflects

the volume of knowledge, competencies and capabilities that the company possesses at a

given moment in time.

The following proposition can be established regarding the

nature of the technological innovation process:

P1a. The technological innovation process is essentially continuous in nature.

P1b. The technological innovation process is path-dependent.

P1c. The technological innovation process is partially irreversible.

P1d. The technological innovation process is affected by different types of uncertainty.

P2a. All technology is made up of two types of knowledge, codified (information) and tacit.

P2b. The transmission of technologies is imperfect due to multiple factors such as

certain characteristics of knowledge, the existence of causal ambiguity or transaction

costs.

P2c. The assimilation of a new technology is not instant and depends on the level of

technological knowledge previously accumulated by the company, that is to say,

its absorption capacity.

P2d. The profits generated by a technology are not perfectly appropriable, but rather

depend of the effectiveness of the protection mechanisms used by the firms.

Organizational Culture - Concept - Defintion

Bibliography

Research Papers

Job Satisfaction and Organizational Culture
Lloyd H. Stebbins, Warner University and Eric B. Dent, Fayetteville State University; University of Maryland University College - Graduate School of Management and Technology
The Journal of Applied Management and Entrepreneurship, Vol. 16, No. 1, 2011

http://papers.ssrn.com/sol3/papers.cfm?abstract_id=2336838

Books

* The Oxford Handbook of Organizational Climate and Culture


Benjamin Schneider, Karen M. Barbera
Oxford University Press, 2014 - 752 pages


The Oxford Handbook of Organizational Climate and Culture presents the breadth of topics from Industrial and Organizational Psychology and Organizational Behavior through the lenses of organizational climate and culture. The Handbook reveals in great detail how in both research and practice climate and culture reciprocally influence each other. The details reveal the many practices that organizations use to acquire, develop, manage, motivate, lead, and treat employees both at home and in the multinational settings that characterize contemporary organizations. Chapter authors are both expert in their fields of research and also represent current climate and culture practice in five national and international companies (3M, McDonald's, the Mayo Clinic, PepsiCo and Tata). In addition, new approaches to the collection and analysis of climate and culture data are presented as well as new thinking about organizational change from an integrated climate and culture paradigm.

No other compendium integrates climate and culture thinking like this Handbook does and no other compendium presents both an up-to-date review of the theory and research on the many facets of climate and culture as well as contemporary practice. The Handbook takes a climate and culture vantage point on micro approaches to human issues at work (recruitment and hiring, training and performance management, motivation and fairness) as well as organizational processes (teams, leadership, careers, communication), and it also explicates the fact that these are lodged within firms that function in larger national and international contexts.
http://books.google.co.in/books?id=7zVjAwAAQBAJ

* http://books.google.co.in/books?id=5OexAgAAQBAJ

Organizational Culture and Commitment: Transmission in Multinationals

Victoria Miroshnik

Palgrave Macmillan, 29-Nov-2013 - Business & Economics - 360 pag

Formation of company citizenship leads to success for the multinational companies by creating psychological alignments of the employee. This, therefore, should be considered as the international strategy of a multinational firm to create unique resources for competitive success. Successful multinational firms develop a common pattern of business performance by creating company citizenships, which include a primary focus on such values as organizational innovation, and a goal orientation. These values ultimately create commitment of the employees. 

This book proposes that there are some specific espoused values in every important multinational company, which form their organizational cultures and create values, which in turn may create enhanced performance of the organization. We can call this interrelationship between culture and performance as the company citizenship. This company citizenship can be transmitted from one part of the globe to another through the transmission of its corporate management and operations management system as a strategy of a multinational company

* The Handbook of Organizational Culture and Climate
Neal M. Ashkanasy, Celeste P M Wilderom, Mark F. Peterson
SAGE, 2011 - Business & Economics - 650 pages
http://books.google.co.in/books?id=P166hwdHzLwC

In The Handbook of Organizational Culture and Climate: Second Edition, a team of leading international scholars presents the state-of-the-art in the field, ten years after the publication of the award-winning First Edition. Following the Preface by Edgar Schein, 33 entirely new chapters document the development and maturing of ideas canvassed in the First Edition, and also offer exciting new perspectives on organizational culture and climate.


* Organizational Culture and Leadership


Edgar H. Schein
John Wiley & Sons, 24-Mar-2006 - Business & Economics - 464 pages


In this third edition of his classic book, Edgar Schein shows how to transform the abstract concept of culture into a practical tool that managers and students can use to understand the dynamics of organizations and change. Organizational pioneer Schein updates his influential understanding of culture--what it is, how it is created, how it evolves, and how it can be changed. Focusing on today's business realities, Schein draws on a wide range of contemporary research to redefine culture, offers new information on the topic of occupational cultures, and demonstrates the crucial role leaders play in successfully applying the principles of culture to achieve organizational goals. He also tackles the complex question of how an existing culture can be changed--one of the toughest challenges of leadership. The result is a vital resource for understanding and practicing organizational effectiveness.
http://books.google.co.in/books/about/Organizational_Culture_and_Leadership.html?id=xhmezDokfnYC



* Culture, Leadership, and Organizations: The GLOBE Study of 62 Societies
Robert J. House, Paul J. Hanges, Mansour Javidan, Peter W. Dorfman, Assistant Professor of Management and International Business Vipin Gupta, Vipin Gupta
SAGE Publications, 30-Apr-2004 -  848 pages
Culture, Leadership, and Organizations reports the results of a ten-year research program, the Global Leadership and Organizational Behavior Effectiveness (GLOBE) research program. GLOBE is a long-term program designed to conceptualize, operationalize, test, and validate a cross-level integrated theory of the relationship between culture and societal, organizational, and leadership effectiveness. A team of 160 scholars worked together since 1994 to study societal culture, organizational culture, and attributes of effective leadership in 62 cultures. Culture, Leadership, and Organizations: The GLOBE Study of 62 Societies reports the findings of the first two phases of GLOBE. The book is primarily based on the results of the survey of over 17,000 middle managers in three industries: banking, food processing, and telecommunications, as well as archival measures of country economic prosperity and the physical and psychological well-being of the cultures studied.
http://books.google.co.in/books?id=4MByAwAAQBAJ

Professor Robert Yearout - Biography and Contribution - Industrial Engineering

Bob Yearout, Ph.D.

Professor of Management
University of North Carolina, Ashville
yearout  atr unca.edu /  atr mgmt_unca


Dr. Yearout  received  the 1995-1996 Ruth and Leon Feldman Professorship for Outstanding Research, the 1997-1998 Distinguished Teaching Award for the Social Sciences, the 1999-2000  UNC Asheville Distinguished Teacher of the Year, the First Annual University Service Council Award in 2002, the Board of Governors of the University of North Carolina Award for Excellence in Teaching in 2006, and the 2006-2007 Annual University Research Council Award for Scholarly and Creative Achievement.  He has published one book and a significant number of articles in national and international peer reviewed journals.

He was on the editorial board of International Journal of Industrial Engineering Theory: Theory, Applications and Practice

His research interests are noise hazards, quality control, inventory control, engineering economics, learning and forgetting as it applies to progress curves, statistical techniques, industrial health and safety, and workstation lighting.


Education

Ph.D. in Industrial Engineering from Kansas State University
M.S. in Industrial Engineering from Kansas State University
M.S. in Systems Management from the University of Southern California
B.S. in Civil Engineering from Virginia Military Institute
Courses Taught

MGMT 179 - Terrorism Yesterday, Today, and Tomorrow
MGMT 364 - Supply Chain Management
MGMT 380 - Management Science
MGMT 381 - Quality Control
MGMT 460 - Production Operations Management
MGMT 464 - Project Management
MGMT 465 - Operations Research
MGMT 492 - Senior Design Project
MGMT 499 - Undergraduat Research



https://mgmtacct.unca.edu/faces/bob-yearout-phd