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Learning Resource Centre Monthly Bulletin |
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Learning Resource Centre Monthly Bulletin |
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| New Books |
 Ebook: BD392 The Innovation Navigator : Transforming Your Organ By Tucker J Marion; Sebastian Fixson |  Ebook: BD393 Marketing, Creativity and Experiential Design By Nelson de Matos, E., Manuela Guerreiro, E., Patrí |  Ebook: BD394 The Human Side of Innovation : The Power of People By Mauro Porcini |
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| Articles |
| The Impact of Partner Organizational Structure on Innovation. By Balachandran, S., & Eklund, J. Administrative Science Quarterly. Mar2024, Vol. 69 Issue 1, p80-130. 51p. Abstract :Interorganizational partnerships can spur innovation, but their value may be diminished by friction in knowledge flows between firms. We consider how a partner`s organizational structure may influence the knowledge that is accessible via partnerships. We focus on how a partner`s structure trades off localized autonomy for its managers, which facilitates timelier decision making, and unified control, which facilitates integration. By shaping this balance, centralization of decision rights within the partner organization shapes access to its knowledge. Centralized structures generate wide-ranging internal knowledge pathways that enable access to a broader array of a partner`s knowledge. However, the reduced managerial autonomy afforded by centralization makes decision making more cumbersome, which constricts the rate of access to a partner`s knowledge. We find evidence of this tradeoff in the context of corporate venture capital relationships between incumbents and startups in the pharmaceutical industry. An increase in the incumbent`s diversity of knowledge or in the knowledge required by the startup enhances the value of a greater breadth of access, whereas the degree to which the startup can leverage social ties (affinity) or hierarchical fiat (authority) alleviates the costs of a reduced access rate. Each of these features makes an incumbent organization`s centralization more valuable to the startup. By highlighting this tension related to centralization, our findings suggest that new firms striving to maximize their partnership benefits may need to carefully consider their partners` internal structures. | |||
| Unlocking the Code to Continuous Innovation: A Study of Key Determinants for Serial Innovators. By Rosário, C., Varum, C., & Botelho, A. Administrative Sciences (2076-3387). Mar2024, Vol. 14 Issue 3, p45. 16p. Abstract :This study investigates the fundamental role of collaboration in promoting a culture of continuous innovation in companies, driving them to become serial innovators, as evidenced by their industrial property registrations. Furthermore, it explores, in an innovative way, how various factors, such as the level of technological advancement in the sector, government support for innovation, investments in research and development, the degree of international involvement, and the level of education of employees, influence the probability of a company achieving the status of serial innovator. Based on data extracted from CIS reports spanning from 2012 to 2018, this research employs Logit models to explore the relationship between these variables. The findings clarify the positive impact of collaboration on a company`s ability to sustain innovation over time, thereby establishing itself as a serial innovator. The promotion of collaborative networks and partnerships with external entities, such as partner companies, research institutions, and government organizations, emerges as a powerful strategy for promoting innovation in organizational contexts. Furthermore, the study reveals the critical roles played by public support for innovation, the educational level of the workforce, and investments in R&D in increasing companies` innovation capabilities. These factors contribute to increasing a company`s propensity for innovation and increasing its likelihood to become a serial innovator. A qualified and educated workforce is known to have the skills and knowledge required to actively engage in innovative activities, thus positioning companies as serial innovators. | |||
| A study on entrepreneurial innovation among entities in Singapore. By Rangaswamy, E., Nawaz, N., Mohamed, S. B. S., & Joy, G. V. Journal of Innovation & Entrepreneurship. 2/5/2024, Vol. 13 Issue 1, p1-36. 36p. Abstract :The present study aimed to study the entrepreneurial innovation among entities in Singapore. It evaluated the various obstacles that affect entrepreneurial innovation within entities. Further, it has also analysed the various elements that are crucial to overcome the obstacles that affect entrepreneurial innovation within entities. Various factors related to various sources of information fostering innovation activities in an organization were also studied. Difference between the product innovation and process innovation was studied. Furthermore, organizational innovation and marketing innovation were also studied. Lastly, organizational innovation`s degree of observed effect in the organization was also studied. Cross-sectional analysis using realism as epistemological view was undertaken in this study. Deductive research approach along with web-based survey using descriptive research design is the research methods followed in this study. Tools for results` analysis include descriptive analysis, Q–Q plots, KMO and Bartlett`s test, factor analysis and Chi-square tests. The study concluded that enterprises need to work aggressively in the new product development, market opportunities, organization capabilities to ensure that the organizations grow. It is highlighted that process innovation and product innovation have effects on the economic performance of the organization. It does flag that the market innovations are linked with the ways the enterprises change, evolve and develop their fundamental capabilities, which are part of the organizational innovations. Also, the study showed that organizational innovation has greatly helped to improve the quality of the goods or services and reduced costs per unit output. The reduced time to respond to customer or supplier needs and improved employee satisfaction and/or reduced rates of employee turnover is also seen as a significant observed effect of entrepreneurial innovation. Managerial and theoretical implications along with Ideas for future research is also provided. | |||
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