Production
https://prod.org.br/article/doi/10.1590/0103-6513.207316
Production
Research Article

Innovation as a new organizational function: evidence and characterization from large industrial companies in Brazil

Raoni Barros Bagno; Mario Sergio Salerno; Ana Valeria Carneiro Dias

Downloads: 1
Views: 315

Abstract

Abstract: Although innovation has acquired increasing importance for companies, achieving regular innovation capability imposes huge challenges for managers. Recent studies analyzed the experience of some large companies in setting up a dedicated team with the specific mission of conducting innovation management activities. Based on this analysis, innovation has been pointed to as a distinct and emerging organizational function. In this context, the central question posed in this study arises: what are the characteristics of such a function? Case studies were conducted in fifteen large industrial companies in Brazil that, except for two control cases, have established dedicated teams for innovation management activities. The analysis revealed key characteristics of the Innovation Function (IF), divided into six perspectives: general purpose, origins, legitimacy and guidance, people, assignments and future perspectives. The characterization of IF adds new elements to existing knowledge about how companies can build and maintain regular and systemic innovation capability.

Keywords

Innovation management, Organizational functions, Industrial companies, Systematic innovation

References

Aveiro, D., & Tribolet, J. (2006). An ontology for organizational functions: the recursive self-maintenance mechanism of the enterprise. In Proceedings of the 10th IEEE International Enterprise Distributed Object Computing Conference Workshops (EDOCW'06), Hong Kong, China.

Baregheh, A., Rowley, J., & Sambrook, S. (2009). Towards a multidisciplinary definition of innovation. Management Decision, 47(8), 1323-1339. http://dx.doi.org/10.1108/00251740910984578.

Barney, J. B. (1986). Strategic factor markets: expectations, luck, and business strategy. Management Science, 32(10), 1231-1241. http://dx.doi.org/10.1287/mnsc.32.10.1231.

Boer, H., Holweg, M., Kilduff, M., Pagell, M., Schmenner, R., & Voss, C. (2015). Making a meaningful contribution to theory. International Journal of Operations & Production Management, 35(9), 1231-1252. http://dx.doi.org/10.1108/IJOPM-03-2015-0119.

Börjesson, S., Elmquist, M., & Hooge, S. (2014). The challenges of innovation capability building: learning from longitudinal studies of innovation efforts at Renault and Volvo Cars. Journal of Engineering and Technology Management, 31, 120-140. http://dx.doi.org/10.1016/j.jengtecman.2013.11.005.

Bouquet, C., & Birkinshaw, J. (2008). Weight versus voice: how foreign subsidiaries gain attention from corporate headquarters. Academy of Management Journal, 51(3), 577-601. http://dx.doi.org/10.5465/AMJ.2008.32626039.

Burns, T. E., & Stalker, G. M. (1961). The management of innovation. London: Tavistock Publishing House.

Chesbrough, H. (2003). Open innovation: the new imperative for creating and profiting from technology. Harvard: Harvard Business School Press.

Clark, K. B., & Wheelwright, S. C. (1992). Revolutionizing Product Development: quantum leaps in speed, efficiency, and quality (1st ed.). New York: The Free Press.

Cooper, R. G. (1993). Winning at new products: accelerating the process from idea to launch. Reading: Addison-Wesley Publishing.

Corbett, A. C., O’Connor, G. C., & Peters, L. (2014). Designing the organization for corporate entrepreneurship and institutionalizing the Innovation Function (interactive paper). Frontiers of Entrepreneurship Research, 34(16), 19.

Ein-Dor, P., & Segev, E. (1982). Information systems: emergence of a new organizational function. Information & Management, 5(4), 279-286. http://dx.doi.org/10.1016/0378-7206(82)90008-8.

Eisenhardt, K. M. (1989). Building theories from case-study research. Academy of Management Review, 14(4), 532-550.

Eisenhardt, K. M., & Graebner, M. E. (2007). Theory building from cases: opportunities and challenges. Academy of Management Journal, 50(1), 25-32. http://dx.doi.org/10.5465/AMJ.2007.24160888.

Gibson, R. (2010). Excelência em inovação: lições das campeãs brasileiras. Harvard Business Review, 85(2), 129-138.

Gottschalg, O., & Zollo, M. (2007). Interest alignment and competitive advantage. Academy of Management Review, 32(2), 418-437. http://dx.doi.org/10.5465/AMR.2007.24351356.

Govindarajan, V., & Trimble, C. (2010). Stop the innovation wars. Harvard Business Review, 6, 77-83.

Hansen, M. T., & Birkinshaw, J. (2007). The innovation value chain. Harvard Business Review, 85(6), 121-130, 142. PMid:17580654.

Hobday, M., & Rush, H. (2007). Upgrading the technological capabilities of foreign transnational subsidiaries in developing countries: the case of electronics in Thailand. Research Policy, 36(9), 1335-1356. http://dx.doi.org/10.1016/j.respol.2007.05.004.

Jaruzelski, B., Dehoff, D., & Rakesh, B. (2005, November 29). Money Isn't Everything: lavish R&D budgets don’t guarantee performance. strategy+business.

Kelley, D. (2009). Adaptation and organizational connectedness in corporate radical innovation programs. Journal of Product Innovation Management, 26(5), 487-501. http://dx.doi.org/10.1111/j.1540-5885.2009.00676.x.

Keupp, M. M., Palmié, M., & Gassmann, O. (2012). The strategic management of innovation: a systematic review and paths for future research. International Journal of Management Reviews, 14(4), 367-390. http://dx.doi.org/10.1111/j.1468-2370.2011.00321.x.

Labitzke, G., Svoboda, S., & Schultz, C. (2014). The role of dedicated innovation functions for innovation process control and performance: an empirical study among hospitals. Creativity and Innovation Management, 23(3), 235-251. http://dx.doi.org/10.1111/caim.12068.

Martin, B. R. (2012). The evolution of science policy and innovation studies. Research Policy, 41(7), 1219-1239. http://dx.doi.org/10.1016/j.respol.2012.03.012.

McDermott, C. M., & O’Connor, G. C. (2002). Managing radical innovation: an overview of emergent strategy issues. Journal of Product Innovation Management, 19(6), 424-438. http://dx.doi.org/10.1016/S0737-6782(02)00174-1.

Meyer, J. W., & Rowan, B. (1977). Institutionalized organizations: Formal structure as myth and ceremony. American Journal of Sociology, 83(2), 340-363. http://dx.doi.org/10.1086/226550.

O’Connor, G. C. (2012). Innovation: From Process to Function. Journal of Product Innovation Management, 29(3), 361-363. http://dx.doi.org/10.1111/j.1540-5885.2012.00909.x.

O’Connor, G. C., & DeMartino, R. (2006). Organizing for radical innovation: An exploratory study of the structural aspects of RI management systems in large established firms. Journal of Product Innovation Management, 23(6), 475-497. http://dx.doi.org/10.1111/j.1540-5885.2006.00219.x.

O’Connor, G. C., Leifer, R., Paulson, A. S., & Peters, L. S. (2008). Grabbing lightning: building a capability for breakthrough innovation. San Francisco: John Wiley & Sons.

O’Reilly, C. A., & Tushman, M. L. (2004). The ambidextrous organisation. Harvard Business Review, 82(4), 74-81. PMid:15077368.

Penrose, E. T. (1959). The theory of the growth of the firm. New York: Sharpe.

Raisch, S., Birkinshaw, J., Probst, G., & Tushman, M. L. (2009). Organizational ambidexterity: Balancing exploitation and exploration for sustained performance. Organization Science, 20(4), 685-695. http://dx.doi.org/10.1287/orsc.1090.0428.

Salerno, M. S., Gomes, L. A. V., Silva, D. O., Bagno, R. B., & Freitas, S. L. T. U. (2015). Innovation processes: Which process for which project? Technovation, 35(1), 59-70. http://dx.doi.org/10.1016/j.technovation.2014.07.012.

Sears, G. J., & Baba, V. V. (2011). Toward a multistage, multilevel theory of innovation. Canadian Journal of Administrative Sciences-Revue Canadienne Des Sciences, 28(4), 357-372. http://dx.doi.org/10.1002/cjas.198.

Silva, D. O., Bagno, R. B., & Salerno, M. S. (2014). Models for innovation management: review and analysis of the literature. Production, 24(2), 477-490.

Skarzynski, P., & Gibson, R. (2008). Innovation to the core. Boston: Harvard Business School Press.

Swisher, P. (2012). The case for establishing an innovation function. Global View, 1(3), 1-4.

Tao, L., Probert, D., & Phaal, R. (2010). Towards an integrated framework for managing the process of innovation. R & D Management, 40(1), 19-30. http://dx.doi.org/10.1111/j.1467-9310.2009.00575.x.

Teece, D., & Pisano, G. (1994). The dynamic capabilities of firms: an introduction. Industrial and Corporate Change, 3(3), 537-556. http://dx.doi.org/10.1093/icc/3.3.537-a.

Theriou, G. N., & Chatzoglou, P. D. (2008). Enhancing performance through best HRM practices, organizational learning and knowledge management: a conceptual framework. European Business Review, 20(3), 185-207. http://dx.doi.org/10.1108/09555340810871400.

Tidd, J., Pavitt, K., & Bessant, J. (2009). Managing innovation: integrating technological, market and organizational change (4th ed.). John Wiley & Sons.

Tolbert, P. S., & Zucker, L. G. (1999). The institutionalization of institutional theory (pp. 169-184). London: SAGE.

United Kingdom, Department for Business, Energy & Industrial Strategy – DTI. (2003). Innovation report: competing in the global economy: the innovation challenge. Retrieved in 15 February 2016, from http://webarchive.nationalarchives.gov.uk/+/http://www.berr.gov.uk/files/file12093.pdf

Whetten, D. A. (1989). What constitutes a theoretical contribution? Academy of Management Review, 14(4), 490-495. http://dx.doi.org/10.2307/258554.
 

58ff8b1f0e8825576fabdcf1 production Articles
Links & Downloads

Production

Share this page
Page Sections