Managing Innovation Within Firm Chap-2
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Transcript of Managing Innovation Within Firm Chap-2
Managing innovation within the firm
Theories about organisation & innovation
Activities within the organisation
Classical/scientificMangt perspective
Human relations approach
Contingency approach
System theory perspective
Classical/scientific Management perspective• I t took hold at the beginning of the 20th century.• It built around traditional management concept,
bureaucratic theory and scientific management.• The view of school of thought-• Org. should be designed to ensure a predictable flow
of work.• Specialisation of tasks is employed to maximised
efficiency .• According to this innovation is a series of rational
decisions leading to a clearly defined outcomes.• It contributed to the dominance of the ‘technology-
push’ model of innovation.
Human relations approach
• This new approach identified informal and non-legitimised group processes within the organization.
Contingency approach
• There is not necessarily a single best organisational structure, but the structure should be adapted to the activities being performed.
• Different activities individual do in a group for achieving organisational goal.
• It emphasis on activities rather than structure with regard to innovation
• Means the process of innovation is made up of a series of linked activities within an organisation
Contingency approach
• Contingency approach argues that tasks are defined, certain, stable, uniform, have few exception, many repetitive activities, stress formalities are compatible with bureaucratic organisation.
• At the other end of the task continuum, uncertain, unstable, non-uniform, have many exception, few repetitive activities are compatible with flexible organisation
Contingency approach
• Certainty Vs. uncertainty• Stability Vs. unstability• Uniform Vs. non-uniform
• Few exceptions Vs. many exception• Many repetitive events Vs. few repetitive event
System theory• A system is defined as any set of elements
linked in a pattern which carries information ordered according to some pre-determined rule
• So organisation is a goal directed system.• All the system have both structure and
processes.• Structures are relatively stable.• Processes are the dynamic relationship
among system element over time.
System theory• There are certain issues arises within system that has to be
managed rather than problems that can be solves• Issues identified by systems theory that need to be managed
issue characteristics
adaption The abilities to alter ways of working to meet the changing environment
Coordination Enabling the different parts of the org. to function as one
integration The ability to harmonise a diverse range of activities and people
strain Coping with friction between org. parts
output Achieving purposes and goals
maintenance Keeping elements in the system active
System theory• System theory highlights the importance of the
organisationa’s interaction with the external world.
• This interaction is an important element of the innovation process.
• In this way org. manages and captures the benefits from knowledge flows.
• It increases its ability to innovate.
Dilemma of innovation managemnt
• Managing tension bet the need for creativity and eficiency
and room to try out
The efficient day to day operations within an org. require stable routine. This usually achieved in stable and controlled environment
The development of new products and services requires creativity and room to tryout new ideas. This is usually achieved in a loose and flexible environment
EFFICIENCy
CREATIVITy
Managing uncertainty• Person’s uncertainty map
Uncertainty about processlow High
High
low
Unc
erta
inty
abo
ut o
utpu
t 3Applications engineering
1Exploratory research
4Combining market opportunities with technical capabilities
2Development engineering
Quadrant 1• High uncertainty about ends and means.• How to achieved the target is also not clear.• It is like ‘exploratory research’/ ‘blue sky’• This activities often involve working with
technology which is not fully understood and where potential products and market have also non identified.
• Domain of university and research laboratory.
Quadrant 2
• Target is clear. Commercial opportunity is identified, means to be established.
• They initiate about different technologies or different approaches to try to achieve desire outputs.
• Here the uncertainty about how to achieve the target.
• It follows market-pull model.• It is referred as development engineering.• It increases efficiency and way to reduce costs
Quadrant 3• Here uncertainty regarding ends/output.• It is associated with attempting to discover how
the technology can be most effectively used.• It follows technology-push model.• Many of these may prove to be ineffective due
to costs of performance but some new and improved product will emerge from this effort.
Quadrant 4• It covers innovative activities which are more
certain.• It follows interactive model/simultaneous
coupling model• Here market opportunities and technology
capabilities are known. Both the information either improve existing products or create new product.
Organisational Characteristics that facilitate the innovation process
• Growth Orientation
• Vigilance
• Commitment to technology
• Acceptance of risks
• Cross-functional co operation
• Receptivity
• ‘Slack’
• Adaptability
• Diverse range of skills
Growth Orientation• A commitment to long term growth rather than
short-term profit• Example: family business
Vigilance
• The ability of the organisation to be aware of its threats and opportunities
• Open communication system is required among different departments
Commitment to technology
• The willingness to invest in the long-term development of technology
• Long term approach• Investment in technology• Foster creativity• More emphasis on R&D
Acceptance of risks
• Willingness to consider risk opportunity• Not gamble but risk assessment decision• Balance portfolio of projects
Cross-functional co-operation
• Mutual respect among individuals and willingness to work together across function
• Inter department conflict Vs Innovation• Inter-departmental conflict is barrier to innovation• Ability to confront and resolve frustration and
conflict essential requirement for Innovation
Receptivity
• The ability to be aware of, to identify and take effective advantage of externally developed technology
• Most favored technology is the combination of several other technology in terms of joint venture and alliances
• Ex. IBM and apple formed joint venture to work on mutually beneficial technology in PC market
‘Slack’• An ability to manage the innovation dilemma
and provide room for creativity• ‘Slack’ allow individuals room to think,
experiment, discuss ideas and be creative
Adaptability
• A readiness to accept change• The organisation must be ready to disruptions
to established organisational activities• Because major innovations may result from
significant changes in existing one
Diverse range of skills
• A combination of specialisation and diversity of knowledge and skill
• A combination of specialist skill that facilitate cross-fertilisation of the special knowledge science, marketing, accountancy etc
• Hybrid managers who have technical and commercial knowledge are useful in area of product development
Organic Vs. Mechanistic Organisational Structure And Innovation characteristics organics mechanisticChannel of communication
Open with free information flow
Highly structured, restricted information flow
Operating style Allowed to vary freely Must be uniform and restricted
Authority for decision Based on expertise Based on formal position
Adaption To changing circumstances
With instance on holding fast to tried & true mangt principles despite change in business conditions
Organic Vs. Mechanistic Organisational Structure And Innovation
Emphasis on getting things done
Unconstrained Reliance on tried and true mangt principles
control Loose, informal control, Emphasis on norms of cooperation
Tight control through sophisticated control system
On-job behaviour Flexible, permit to share requirement and personality
Constrained, require to conform to job descriptions
Decision making Participation & group consensus used frequently
Superiors make decisions with minimum consultation & involvement of subordinates
Formalisation
• There is inverse relationship between innovation and formalisation
• An increase in formlisation of procedures will result in decreased in process of innovation
Complexity• Complexity in terms of large no professionals
groups or diversity of specialists
Centralisation• There is inverse relationship between innovation
and Centralisation
• Centralisation refers decision making activities and location of power
• The more decentralised an organisation the fewer level of hierarchy usually required.
Organisational Size
• There is positive relationship between innovation and Organisation size
• Resources
• No of employees
• Scale of operation
Role of individual in innovation
1. Technical innovator2. Technical/commercial scanner3. Gatekeeper4. Product champion5. Project leader6. Sponsor
Technical innovator
• He /she is expert in one or two fields.• Generate new ideas and sees new and
different ways of doing things.• Also referred to as the ‘mad scientist’
Technical/commercial scanner• Acquires vast amounts of information from
outside the organisation• Often through networking• This may include market and technical
information
Gatekeeper• Keeps information of related developments
that occurs outside the organisation through journals, conference, colleagues and other companies
• Passes these information on to others, finds it easy to talk to colleagues
• Serves as an information resource for other in the organisation
Product champion
• Sells new ideas to others in the organisation• Acquires resources• Aggressive in championing in his/her cause• Takes risk
Project leader
• Provides the team with leadership and motivation.
• Plans and organises the project
• Ensures that administrative requirements are met.
• Provides necessary co-ordination among team members.
• Sees that the project moves forward effectively
• Balances project goals with organisational needs
Sponsor
• A senior person; provides access to a power base within the organisation
• Buffers the project team from unnecessary organisational constraints
• Helps the project team to get what it needs from other parts of the organisation
• Provides legitimacy and organisational confidence in the project
Establishing an innovative environment
the organisation’s reputation for innovation
The organisation’s reputation for innovation
Attraction of creative people
Organisational encouragement of creativity & innovation
High morale and retention of creative people
Motivates people within the organisation and reduce frustration
Development of innovative products
A willingness within the organisation to accept new idea
Organisation’s reputation for innovation
• Development of reputation of organisation takes many years and its linked with the performance.
• It includes recent product launches, recent successful programme of research, high expenditure in R&D.
• Depending on topical media events at the time, co is able to achieve wide explore of new product or research.
• This exposure depends on effective publicity and also serendipity.
Attraction of creative people• Creative people will be attracted to those Cos.
Which viewed as creative• The fresh graduates apply for the employment in
those Cos. Which is successful.• The top scientist will seek employment from those
Cos. Which have a reputation for innovation and scientific excellence.
Organisation encourages creativity & innovation• Many organisation support creativity with actions
and resources.• The organisation should try to build an environment
that tolerates errors and mistakes. It will encourage people to try new ideas and put forward suggestion
• Creative ideas need to be rewarded in terms of publicity & recognition and monetary incentives.
Development of innovative products• The ability to develop product with the help
of latest technology.• Means developing new products that are
genuine improvement in existing one.• The success in marketplace that very often
leads to further success.
A willingness to accept new idea
• Many organisations suffer from an inability to implement changes and new ideas even after rewarding the people involve in developing the new idea.
• Once a new product idea has been accepted it is important that is carried through to completion.
Increased motivation and reduce frustration• If individuals within the organisation can see
their ideas and efforts contributing to performance of the business, they will encourage.
• If good ideas are overlooked, it will increased frustration.
High morale and retention of creative people
• Innovation activity will help to increased morale within the organisation.
• A rewarding and enjoyable working environment will help to retain creative people
• It will reinforce Co.s innovative capabilities.