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Innovation

Introduction

In organizational psychology, Innovation is defined as “Introduction of changes which are new to the organization…”[1].

“Innovative performance can be improved by both acquiring knowledge from outside sources and employing external paths to commercialize knowledge resources developed internally”[2].

  • Internal – adopting and adapting. Various issues affect knowledge sharing within an organization[3][4][5].
  • External (inbound) – incorporating external information
Measurement

Measurement

Scales to measure:

  • Team Climate Inventory (TCI) has five scales: vision, participative safety, support for innovation, task orientation, interaction frequency[6]
  • Hurley has five dimensions: Innovativeness, Participative Decision-Making, Power Sharing, Support and Collaboration, Learning and Development[7]
  • Sisodiya developed a scale based on responses by managers[8]

External – incorporating external information

  • My organization actively seeks out external sources of knowledge and technology (e.g., published research, regional and national meetings, professional societies, external colleagues) when developing new ideas[2]
Promoton of innovation

Promoton of innovation

Greenhalgh has described a spectrum of management roles in the diffusion of innovation[9]:

  • Let it happen, based on emergence in complexity science
  • Help it happen
  • Make it happen


Static hierarchies of staff positions may reduce knowledge sharing[10].

Stress at work can paradoxically increase innovation[11].

Recommendations to promote knowledge sharing are available[5]

Stress at work may increase creativity.

Growth mindsets

Growth mindsets in both employees and management may be important.

Employee characteristics

Idea elaboration

Regarding idea elaboration, “inside-out network sequencing—that is, mobilizing input and support from inner-circle ties before outer-circle ones—yields an innovation performance advantage”[12].

Conscientiousness

Conscientiousness, “propensity to plan and coordinate with others “, increased the effectiveness of proactivity[13]

Leadership approaches

Complexity leadership; enabling leadership

Humble leadership

Hubristic leadership

Barriers to innovation

Barriers to innovation

The “not invented here syndrome” likely stymies innovation[14].

See also

See also

External links
References

References

  1. ↑ Anonymous (2026), Organizational Innovation (English). Medical Subject Headings. U.S. National Library of Medicine.
  2. ↑ 2.0 2.1 Naqshbandi, M. Muzamil; Jasimuddin, Sajjad M. (2018). “Knowledge-oriented leadership and open innovation: Role of knowledge management capability in France-based multinationals”. International Business Review. 27 (3): 701–713. doi:10.1016/j.ibusrev.2017.12.001. ISSN 0969-5931.
  3. ↑ Wang, Sheng; Noe, Raymond A. (2010). “Knowledge sharing: A review and directions for future research”. Human Resource Management Review. 20 (2): 115–131. doi:10.1016/j.hrmr.2009.10.001. ISSN 1053-4822.
  4. ↑ Gagné, Marylène; Tian, Amy Wei; Soo, Christine; Zhang, Bo; Ho, Khee Seng Benjamin; Hosszu, Katrina (2019). “Different motivations for knowledge sharing and hiding: The role of motivating work design”. Journal of Organizational Behavior. doi:10.1002/job.2364. ISSN 0894-3796.
  5. ↑ 5.0 5.1 Gagne, Marylene (2019-05-05). “Creating a Knowledge-Sharing Culture at Work”. Psychology Today. Retrieved 2019-08-04.
  6. ↑ Anderson, N. R., & West, M. A. (1998). Measuring climate for work group innovation: development and validation of the team climate inventory. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 19(3), 235-258 doi:10.1002/(SICI)1099-1379(199805)19:3<235::AID-JOB837>3.0.CO;2-C.
  7. ↑ Hurley, Robert F.; Hult, G. Tomas M. (2018). “Innovation, Market Orientation, and Organizational Learning: An Integration and Empirical Examination”. Journal of Marketing. 62 (3): 42–54. doi:10.1177/002224299806200303. ISSN 0022-2429.
  8. ↑ Sisodiya, Sanjay R.; Johnson, Jean L.; Grégoire, Yany (2013). “Inbound open innovation for enhanced performance: Enablers and opportunities”. Industrial Marketing Management. 42 (5): 836–849. doi:10.1016/j.indmarman.2013.02.018. ISSN 0019-8501.
  9. ↑ Greenhalgh T, Robert G, Macfarlane F, Bate P, Kyriakidou O (2004). “Diffusion of innovations in service organizations: systematic review and recommendations”. Milbank Q. 82 (4): 581–629. doi:10.1111/j.0887-378X.2004.00325.x. PMC 2690184. PMID 15595944.
  10. ↑ Gray, Steven M.; Bunderson, J. Stuart; van der Vegt, Gerben S.; Rink, Floor; Gedik, Yeliz (April 2023). “Leveraging Knowledge Diversity in Hierarchically Differentiated Teams: The Critical Role of Hierarchy Stability”. Academy of Management Journal. 66 (2): 462–488. doi:10.5465/amj.2020.1136. eISSN 1948-0989. ISSN 0001-4273.
  11. ↑ Li, Jie (May 2023). “Leveraging Knowledge Diversity in Hierarchically Differentiated Teams: The Critical Role of Hierarchy Stability”. Knowledge Management Research & Practice. 21. JOurnal home page: https://www.tandfonline.com/toc/tkmr20/current
  12. ↑ Ter Wal, Anne L. J.; Criscuolo, Paola; Salter, Ammon (April 2023). “Inside-Out, Outside-In, or All-in-One? The Role of Network Sequencing in the Elaboration of Ideas”. Academy of Management Journal. 66 (2): 432–461. doi:10.5465/amj.2020.1231. eISSN 1948-0989. ISSN 0001-4273.
  13. ↑ Emich, Kyle; Lu, Li; Ferguson, Amanda J.; Peterson, Randall; McCourt, Michael; Martin, Sean; McClean, Elizabeth; Woodruff, Col. Todd (9 May 2023). “Better Together: Member Proactivity Is Better for Team Performance When Aligned with Conscientiousness”. Academy of Management Discoveries. doi:10.5465/amd.2021.0208. eISSN 2168-1007.
  14. ↑ Parvarandeh, Shahriar; Colella, Kristen; Duncan, David S. (2023-06-16). “How to Scale Local Innovations in Big Companies”. Harvard Business Review. Retrieved 2023-06-19.