Innovation Competency — An Essential Organizational Asset

Lotte Darsø

Chapter 6 in Employee-Driven Innovation, 2012, pp 108-126 from Palgrave Macmillan

Abstract: Abstract Ask any top manager whether he wants innovation in his company and he will certainly say yes. Ask the same question further down the organization and most managers will respond in the same way. Follow these managers closely and most of them will have their attention on anything but innovation. This type of hypocrisy is well known in organizations (Brunson, 2003) and, in fact, it can easily be explained. Managers have many other responsibilities and goals that must also be met, such as optimizing production, increasing sales, ensuring quality, and so on, which means that finding the extra time for innovating can be difficult. So, on the one hand, too much creativity and innovation would be a nightmare for managers (Levitt, 2002); on the other hand, creativity and innovation have become crucial for companies to survive. What to do about it?

Keywords: Intrinsic Motivation; Innovation Process; Leadership Role; Knowledge Creation; Harvard Business Review (search for similar items in EconPapers)
Date: 2012
References: Add references at CitEc
Citations:

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-137-01476-4_6

Ordering information: This item can be ordered from
http://www.palgrave.com/9781137014764

DOI: 10.1057/9781137014764_6

Access Statistics for this chapter

More chapters in Palgrave Macmillan Books from Palgrave Macmillan
Bibliographic data for series maintained by Sonal Shukla () and Springer Nature Abstracting and Indexing ().